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Architecturein this new worldwe live in
AuthorsMarlies van Steenbergen, [email protected],Ton Eusterbrock, [email protected],Hans Nouwens, [email protected],Edzo A. Botjes, [email protected]
Enterprise Architecture, Sogeti Netherlands
EditorsWilma Scholtens & Lisette Atsma
Architecture In This New World We Live In- a DYA white paper by Sogeti -
Marlies van Steenbergen, [email protected],Ton Eusterbrock, [email protected],Hans Nouwens, [email protected],Edzo A. Botjes, [email protected]
from the department of Enterprise Architecture, Sogeti Netherlands
I. Architecture in this new world we live inAbstract—It has become clear that staying relevant is
a different ballgame compared to fifteen years ago. Theworld has changed from a collection of complicated issuesinto a complex and often unpredictable set of problems.Innovative trends and hypes are popping up continuously,causing a flow of disruption and unpredictability. Knowl-edge and technology are democratised, free for the publicand out there to stay.In this article, we define the elements that influence
our new normal. We help to identify that what we do asarchitects is not all about technology, yet also about ethicsand new ways of organising organisations. We concludewith a model, which provides an overview of the elements,portraying iterative causal relations with each other, to-gether shaping a unique organisation.This article is written for the decision-makers within
the organisation, new and old enterprise architects, andeveryone who participates in an organisation — basicallyanyone who is looking for a holistic view of what is goingon.This written piece is the beginning of a series that will
result in a new book in the series of DYA-books. DYA is theview of Sogeti on architecture. We believe that enterprisearchitecture is not static but always moving. Organisationsneed to be dynamic to stay relevant. With the series ofarticles, we will discuss the following main topics: human-centric, flow-oriented, value-sensitive and discretionary.
II. The context in which organisations liveI am sitting outside, staring at a frog in the small
pond in my garden. It is hot. It is high summer. I amworking from home today, as most of my colleaguesare enjoying their summer holidays. The few who, likeme, are still working, communicate through WhatsApp,chat, email or Skype.I am sitting in the shadow of a walnut tree. It is cooler
outside than inside. I am working on chapter 2 of ournew book on architecture. This chapter is to be aboutorganisations in today’s and tomorrow’s world. We startour book with this topic because it is impossible tosay anything sensible about architecture without thecontext of the organisations in which architecture isdeployed. Earlier today I watched a couple of videosfrom University of Michigan on ethics for data science.It was about the hunger for data and why traditionalimplicit or explicit societal consensus on values suchas trust and privacy do not provide simple answers to
Editors: Wilma Scholtens & Lisette Atsma.
new ethical dilemmas that arise from the opportunitiesprovided by the availability of data. I am dreaming aboutnext year when I plan to move to Spain for two monthsand work from there.I realise that the picture I am painting here represents
a significant change from, say, five years ago, whileat the same time, it can hardly be considered front-end innovation anymore. Even so, my picture alonewarrants another approach to architecture. Let alone,if we consider everything that is going on in the world:unlimited technological possibilities, the rise of ecosys-tems, the democratisation of technology, the increasingpreference for simple stories above complex reality, thecall for ethical acting.
III. Unlimited technological possibilitiesWe seem to live in a world of unlimited technological
possibilities. We can safely state that there is a tsunamiof technological innovations ready to be applied by or-ganisations. The candy store is enormous, and it is filledwith the technology of various degrees of maturity.We are living in a world that was imagined by sciencefiction writers years ago. Technology enables us to growquantities of food from a very small piece of soil. Wehave made HIV/AIDS a chronic disease and eradicatedpolio from the world. We have video conversations withpeople all over the globe at the same time. Further-more, we achieved this as a species just within the pastfew years.Naturally, organisations feel the need to embrace the
new possibilities that technology and its applicationsprovide in order to keep up with their competition andwith expectations. The exponential growth of possibil-ities makes this a tremendous challenge to providersand consumers: can you keep up with the latest devel-opments in entertainment?
IV. Limited by imaginationThe speed of innovations realised with these new
technologies is increasing in a non-linear fashion. Anessential cause of this increase in speed is the freeglobal network of communication and transport wehave created with the internet and the global market.The laws of Metcalfe1 and Moore2 combined predict
1https://en.wikipedia.org/wiki/Metcalfe’s_law2https://en.wikipedia.org/wiki/Moore’s_law
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that the only limitation to what we can achieve is thelimit of our imagination.Technology can provide deep insights into inside and
outside workings of organisations. It can even enablethe running of a fully autonomous (digital) organisationwithout any human intervention. The full spectrumof off-the-grid organisations, of digitally and physicallyseamlessly blended organisations and of entirely non-human organisations are available to us. Insurance com-panies are supporting the entire lifecycle of a customerthrough chatbots, from becoming a client, to makinga claim, until the ending of the contract with thecompany. The amount of human activities in the globalmarketplace are being minimised to the degree thatparts of the organisation are more robot- than human-operated. But it is not about efficiency alone, as muchas it is about delivering new services and experiencesto the customer.
A. But... How?
What if, for decades, you, your organisation and eventhe society you are part of, relying on employees tokeep the organisation going. How do we decide whichparts should be digitalised into chatbots or autonomousorganisations? Should we let the people running theprocesses decide this, or should someone else decidethis before the market forces the decision on us? Whatare sensible steps to take?
B. A new perspective: from alignment to non-distinction
It is time for a different viewpoint on businessand technology. Business and technology are one. Fordecades we have been arguing for business strategyto drive IT strategy. In terms of the well-known strate-gic alignment model by Henderson and Venkatraman(Henderson and Venkatraman, 1993), the direction ofalignment was from left to right: from business to IT.Technology push was considered wrong. IT was sup-posed to follow the business, not the other way around.With the all-pervasiveness of IT this has changed.
Technology has become an integral part of our busi-ness models. We are all aware of this. The concept ofbusiness IT alignment is losing its meaning. If we insiston distinguishing the two, we rather speak of businessIT fusion than of business IT alignment. But it won’t belong before the distinction of the terms business andIT becomes obsolete.The traditional business strategy is replaced by a dig-
ital business strategy (Bharadwaj et al., 2013). A digitalbusiness strategy is more than just integrating businessand IT strategy. The digitalisation of the physical intodata makes many things fluid. Digitalisation removesthe physical boundaries of an organisation. Not only areall consumers in the world suddenly available to theorganisation, but so are all resources (data) and valuechain partners (services). The amount of possibilitiesto develop non-stop new-value-creation propositions isendless and is part of the digital business strategy.
Organisations must not only enable the next innovationbut also all the consecutive ones... Companies lookingfor a business model that will provide for the cus-tomer of today will probably fail in the future. Theywill inevitably fail if they neglect the question whotomorrow’s customer is and what they genuinely carefor.The big challenge for existing companies is to balance
customer value and company value continuously. Theymust be prepared to seize new opportunities quickly.Companies must keep adapting. Successful companiesbuilt on fixed assets, stable value dimensions in brand-ing, and reliance on in-house core competencies, mayfade away.In short, the move towards a practical digital business
strategy has a profound impact on organisations. Itrequires the capability of being able to incorporatenew technology into adaptive business models rapidly.The only way to do so is for business and IT to beone from the start. Otherwise, the responses to theconstantly changing demand will not be fast enoughfor organisations to stay relevant.
C. Endless possibilities of innovation need a creativeprocess
For decades data architecture mainly dealt with struc-tured data registered in relational databases. This fieldhas evolved with Big Data and Machine Learning, intothe collection of unstructured data from many sources,finding performance patterns and anomalies. Uniquecombinations of data are the breeding ground for or-ganisations to develop new and better services.Searching for new combinations and added value is a
creative process. Co-creation with customers, businesspartners and employees, is the new normal to spark thisinnovative process.Big Data is not the only technological innovation that
organisations are faced with. The list is long, diverse andvolatile. At the time of writing it contains developmentssuch as social media, internet of things, data analyt-ics, machine learning, blockchain and robotic processautomation. At the time of reading, this list will seemhugely outdated. The list is not only diverse and volatile,it is also ambiguous.
D. Value is ambiguity
What defines Big Data changed over the years. Inthe beginning, every big dataset was called Big Data.Soon we discovered this was business as usual for Busi-ness Intelligence engineers. The same goes for MachineLearning (pattern matching) and Blockchain (distributeddatabase). The hype makes developments ambiguousand takes time to settle. At the same time, the hypesparks innovation and undiscovered added value to theconsumer. The digital world is all about first-moveradvantage.In the digital era, the concept of value has become
less straightforward. It is no longer merely a stable andfixed result of the product or service alone, entirely
4 Sogeti Netherlands BV, Copyright CC BY-SA 4.0 2019
under control of the provider (Keen and Williams, 2013).Instead, the value depends on a large part on thechoices available to the continually changing consumer.Consumers mix and match various services from mul-tiple providers, thereby making value a relative anddynamic concept. A value that is for a large part outsidethe direct control of the provider.The challenge lies in treading the thin line between
being a first mover and not getting the product en-tirely right and delivering an integrated proposition thatmight not be the first mover. The cost of change andthe number of possibilities for a consumer are vast;thus, organisations need to keep delivering or lose theircustomer.Organisations that know how to combine new tech-
nological opportunities with existing capabilities arebest positioned to make full use of technological in-novation and most able to deliver actual value to theircustomers primarily if they work together with organi-sations that provide complementary capabilities.
V. Democratisation of technologyNot only is there an abundance of new technology,
but it is also increasingly democratised. New technolo-gies are increasingly available to all. Partly due totechnology being open source and available on variousonline platforms, and partly to the introduction of ‘asa Service’ (the Cloud). Because of this, both developersand users have new technology and their applicationsavailable at their fingertips. Together with the introduc-tion of connected mobile devices, technology becameavailable to the mass market. For many, the home envi-ronment appears to be more technologically advancedthan the work environment. Resulting in not only anexternal pull from the consumer and competitors butalso a driving force from inside questioning the internalstatus quo.One of the results of democratisation of technology
is that small teams (e.g. start-ups) can have a significantimpact without large investments. The democratisationof technology also comes with a different investmentmodel. The development of a new service via an appcan be funded by a pay-per-use supplier (for exampleGoogle Cloud Platform). Capital expenses are globallyturned into operational expenses. A shift from buyingto renting services. Consumers massively adopt digitalcommercial services and have developed trust in new-comers. This results in the entry of new entrepreneurson the existing market, with new business models thattotally disrupt the market. These new entrepreneurs didnot have to invest in physical presence, marketing andsuppliers.The combination of the democratisation of tech-
nology and the availability of free knowledge resultsin competition becoming increasingly hard to predict.Organisations must develop their responsive capabili-ties to deal with this. Responsiveness is also requiredbecause the creation and spread of information hasdemocratised. For example, positive and negative senti-ments about your organisation or services can suddenly
go viral on a global scale. This cannot be controlledor orchestrated. Organisations cannot lean back andjust let the sentiment spread, they must engage inthe conversation. And thus, try to take control of thenarrative and limit the damage.The full digitalisation of the interaction with the
consumer in the service consummation, enabled organ-isations to create personalised value propositions, bycombining data collected via social media and other,less direct, digital services that consumers massivelyembraced. The increase of fast data collection and theability to create personal profiles surged the applicationof nudging and Neuromarketing. Everything online isnow tailormade to your personal circumstance: fromadvertisements that match your interests to the sug-gestion of new connections on LinkedIn that share thesame competences. And these tailor-made profiles areup for sale. Leading to the saying that “When a serviceis free, you are the product”. Because the digital worldis not governed by consumer right legislation like thegoods market is, this is today’s reality.
A. Digital transformation is hard to undertake butnecessary
The democratisation of technology forces organisa-tions to digitalise even more. Digitalisation is a pre-requisite to keeping both their customers and theiremployees on board. Many organisations are not borndigital, however, so their focus must change. They mustrealise the difference between automation, digitisationand digitalisation. After automating their administrativesystems with digital equivalents, organisations startedwith digitising their communication channels to pre-serve the attention of the existing customers and reachout to new target groups. The next step is the adop-tion of new business models to fulfil customer needsby digitalisation. However, if organisations maintain aculture of striving for efficient business management,digitalisation programmes run the risk of being isolatedefforts, failing to incorporate digital in the corporate
It was the tech-giants like Google, Amazon, Face-book, Apple (Big Four) that understood in theearly days that data was the most importantasset. And they hoarded! However, the behaviourof the Big Four was not new. For decades, agen-cies in the world have collected “open” data ofconsumers. For instance, via local US law thatmakes public name and address of anyone whobecomes a registered voter, or via the databasesof companies that hoard data to supply creditchecks and via the databases of companies thatoffer intelligence and research data (OSINT). Themain difference is that the hoarding of data bythe Big Four is more visible, because they are ac-tive in the business-to-consumer ecosystem. Thismakes potential misuse of their data intelligenceservices more vulnerable to the public opinion.
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strategy and corporate culture. The democratisation oftechnology forces organisations to look at their digital-isation from the perspective of individuals, both withinand without.
VI. The rise of ecosystemsThe digitalisation of the physical into data, the free
and global communication and the ease of transporta-tion made companies evolve from a clearly defined andmanaged value chain to a more complex, diverse andever-changing ecosystem. Operating in isolation is nomore; instead organisations are an active part of anecosystem that delivers value in various co-operations.The lifespan of big companies has substantially de-
creased over the decades, from 33 years in 1965 to 20in 1990, and is expected to decrease even further to 14years in 2026 (Anthony et al., 2016). This is indicativeof the trend that delivering value to customers is be-coming a matter of cooperation between organisationsinstead of domination by one big company. The fewbig companies that remain are the companies thatprovide the platforms for others to cooperate. Mostorganisations are no longer able to define and offer avalue proposition and create a market over which theyhave complete control.A characteristic of balanced ecosystems is that no one
party controls the ecosystem. Because of the multipleinterdependencies, power relations are more evenlyspread. To be successful and survive, embracing anddeveloping their ecosystem becomes increasingly cru-cial for organisations. An ecosystem in this context is asystem of organisations and individuals that each havetheir strengths, but also need others to realise theirgoals. This interdependency appears in various forms,differing in character, force and duration, creating afluid network of associations. It is no longer aboutowning the right resources so much as about beingable to tap into the right capabilities, from whateversource. For most organisations, this is the only way todeliver the fleeting concept of excellent service (Keenand Williams, 2013).
A. Evolution from value chain to ecosystems de-mands a different view on enterprise design
New concepts become essential to be successful. Theview on the role of an enterprise and its design haschanged fundamentally.Margherita Pagani (2013) provides a classification into
three organisation designs that are useful when tryingto make sense of the evolution of organisation design.The first one, the tightly vertically integrated model, isthe classic value chain model. It is based on centrali-sation. It consists of a (limited) number of significantcomponents that are strongly connected in a sequentialvalue chain. The need for independence drives thismodel and having control over the entire chain. This isthe opposite of the ecosystem concept. This model hasworked fine in predictable times where organisationscould offer the same products and services over longperiods. This gave them the time to form their empires
and thus keep control over the entire production anddelivery chain. Many tools to optimise the value chaininvented in the past few years brought much value tous, like Lean, Six Sigma, Business Process Managementetc. In times of unpredictability and more power withthe customer, this model is destined for disaster.The second model that Pagani describes is the loosely
coupled coalition model. This model emerged as aresponse to increasing market complexity due to in-cremental innovation. It is no longer about a centrallycontrolled singular value chain, but instead about theemergence of a value network with various kinds ofpartnerships between the different parties in the net-work. In practice, some firms tend to achieve moreprominence and power by occupying a central positionin the value network structure. They then use theirprominence to grasp a leadership role, pulling togetherresources and capabilities from a diversity of sources: ineffect, they take charge of network orchestration. Theresult is a value chain, or instead value network, thatis more disintegrated and open. There still are inequalpower relations, but the more powerful parties too, aredependent on others. Tools to optimise this field of avariety of value chains are Value Chain Management,open markets, the creation of coalitions and industrystandards. An example of this is the global marketof sub-contractors that provide value to a larger sub-contractor. The capability to connect effectively withothers becomes an essential capability in this model.The final model discussed by Pagani is the multisided
platform. Multisided platforms came into being becauseof cross-boundary industry disruptions. A multisidedplatform company brings together two or more distinctgroups of participants (the sides) that need each otherin some way. To facilitate this, the company buildsan infrastructure (the platform) that creates value forthe participants by reducing distribution, transaction,and search costs of interaction. Well-known examplesof multisided platform companies are eBay, Visa andGoogle, to name but a few. Multisided platforms canhave two, three, four or more sides. The more sides,
The rise of distributive ledger technology(blockchain) has led people to think about newbusiness models of cooperation where trust andownership of data get new meanings. But theconcept of Distributed Organisations existedbefore the DLT hype, for example the spider &Starfish, the cell organisation, the cathedral andthe bazaar. Technology has the unique ability toinspire people by showing the possibilities. It isthe implementation of the Bitcoin in a periodof distrust of the centralistic financial systemthat boosted the imagination of people on thepossibilities of distributed organisations. Peopleall over the world became aware of the powerof the ecosystem and that value is more thanjust optimising the value chain.
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the higher the degree of complexity and the greaterthe challenge of balancing the interests of all sides. Thebusiness model of the multisided platform company isbased on earning money from the facilitation of theparticipants. Additionally, the collection and selling ofdata generated by using the platform can be a sourceof income.The multisided platform model is becoming increas-
ingly popular. Interestingly, it can be regarded as a re-turn to centralising power. Not power over what value iscreated and offered, but power over who gets access towho in the creation and consumption of value. In otherwords: the owner of the platform is the central powerthat controls the platform, and so all the pros and consof a central system apply to this implementation of theplatform model.
B. A different view on enterprise design – a firstglance
Both the coalition model and the platform modelare forms of ecosystems in which the participants of-fer specific capabilities to others. The combination ofcapabilities enables the creation of value. To make thiswork, a variety of elements must be in place:
1) that participants can exchange data and informa-tion,
2) that there is a mechanism of trust,3) that there is a model for collaboration,4) that coalition forming is flexible.
As Margherita Pagani states, in this context of ecosys-tems, organisations need relational intelligence morethan organisation intelligence.
VII. Simple stories versus complex reality
Related to the digitalisation of interaction and thedemocratisation of technology, information and knowl-edge is the trend that stories are more successfulin convincing people than rational argumentation andfacts. The distinction between fact and fiction is blur-ring, and people are building their reality. This isstrengthened by the fact that social platforms tendto adapt to the interests of the user. An informationbubble is formed and strengthened by the adoption ofa specific platform, by the selection of information (forexample the filtering in the feed of information) doneby the adopted platform and by the specific usage ofthe platform by the user. Since the variation in digitalskills between individuals and the number of digitalrealities to immerge in, is unlimited, the amount of vari-ations in the type of consumers and their unique worldperceptions is also unlimited. There is no universal ratioavailable anymore.For organisations, it is becoming increasingly impor-
tant to think about the story of what they want to be,and, consequently, to live this story to appeal to thelove of the consumer.
VIII. Ethics matterThe discussion around the collection and use of per-
sonal data, the fact that nobody is able to overseethe potential impact of the unlimited possibilities oftechnology, the increasing interdependency betweenorganisations in ecosystems, the vast variations in digi-tal literacy among consumers, the apparent decline ofthe value of facts, all stimulate a renewed interest inquestions of right and wrong. This can be noticed, forinstance, by a large number of ethical codes for applyingArtificial Intelligence that has been published in thepast few years. Nevertheless, also, by the many publica-tions addressing them, often unintentionally, negativeimpacts of technology.One reason for the present call for decent acting,
is the fact that law, by definition, always lies behindreality. This has always been the case but becomes morevisible with the speed of the technological innovationwe experience today. Developing an opinion on self-driving cars by the inhabitants of a country takes muchtime. Even more, time is needed by legislators to formu-late laws on the subject. In this case, we have got sometime, because a self-driving car is a physical object theintroduction of which is limited by design, productionand application. This limitation does not apply to mobileapps, however, that enable the collection and taggingof photos of cars. Speed of innovation combined withglobal impact requires thinking, and above all, havingconversations, about the difference between what canbe done and what should be done.
A. Organisations need to take an ethical stand
We need renewed societal consensus about what isright and what is wrong. Organisations, too, must taketheir role in this discussion. Being compliant to thelaw is no longer enough. Today’s society requires thatorganisations take an ethical stand.
B. Ethics are becoming relevant since automateddecisions always lead to biased decisions
Decision-making by technology (e.g. autonomous ve-hicles and AI) confronts society with new ethical ques-tions not grown from scientific, philosophical discussion.It has kick-started a discussion that impacts our day-to-day lives. These discussions are also triggered by imme-diate harmful effects of new technology, such as databreaches and discrimination. Whereas the dilemmas of
When in 2014 a Dutch bank announced theirintention to sell account transaction data to ad-vertising companies, customers lost their trustin the bank. Even though the bank explained itwas respecting the customer’s privacy, severalhundred customers cancelled their accounts onthe same day. The societal values seemed notto match the enterprise values. The bank soonwithdrew the plan.
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the autonomous car may still seem far away for many,the exclusion from being invited for a job interviewimpacts many more people. These so-called near timealgorithms are already operational today or will be soon(O’Neil, 2016). What is the impact of biased datasetsused to train AI algorithms that support automateddecisions? The consequences of digitalisation are plentyand can be very undesirable. They range from machinelearning algorithms that strengthen, sometimes hidden,biases in society to digital services that exclude entireparts of society from using certain services. Personalisa-tion of insurance, for instance, allowing for a lower in-surance fee, may be advantageous to some individuals,while it does away with solidarity as a value in society.We are becoming aware that the automation of
choice forces us to create discrete statements of situa-tions that are not discrete. Is it possible to classify a manwith a beard into a category of lifestyle or a religion? Aspeople, we are confronted with the fact that our owndecisions are biased. If we do not take care, we mayunconsciously teach these biases to machines that aresupposed to improve decision making.
C. Ethics are becoming relevant since the internetdoes not forget
There are several reasons why ethical concerns areincreasingly being raised. One reason is the realisationthat today’s mistakes are forever. Information, oncemade public, can never be fully retracted nor forgotten.Even minor mistakes may haunt people for the rest oftheir lives. This not only impacts their life when some-one does a background check, but it also might impactautomated decisions that look further than the contextand information of the present day and situation.Also, individuals have less control over what kind of
personal information is made public or shared with par-ties they do not know about. Enabling the combinationof data from multiple sources, painting an ever moredetailed profile of who you are, what you like and howyou spend your time.A third reason is that lack of privacy endangers
democratic processes. On the one hand, because ofthe possibility of nudging people into specific politicaldirections, on the other hand, because people may startto feel restricted in voting and acting freely. This isstrengthened by the fact that power increasingly comesinto the hands of companies as the Big Four, that, bynature, are not democratic.In the non-western worlds, it is common for the
sitting power to have control over the communicationinfrastructure and to be able to listen in and store whatcitizens are saying. An example of this is the greatfirewall and citizen point system in china. The use ofend-to-end encrypted communication that leaves noinformation residue on devices can be a fact of life anddeath to people with a non-conformant way of living incertain countries, or for people that make plans againsta regime, they want to disrupt.More generally speaking, collecting and storing data
is something that must be regarded with caution. Tech-nology is never neutral! A certain amount of nudging is
inevitable in a commercial context. However, it can alsolead to making people make decisions that are not intheir interests. To the point that collected data becomeslethal.Fourth, decisions made by advanced machine learning
algorithms are not transparent nor explainable. Not nec-essarily a problem, until someone is wrongly excludedfrom something they desire, or when whole groups arebeing excluded. A famous example is the CV selectionalgorithm that Amazon intended to use for makingthe first selection from job applicants. The algorithmappeared to discriminate against women systematically.Not unexpectedly, in hindsight, as the company hadbeen favouring males for years in hiring new employees.This teaches us that algorithms trained with data fromthe past or present will never change the future. Thisis an undesirable case of ossification.Ethics are getting more relevant due to the potential
impact of technological innovation. An impact that noteveryone may be aware of. Thus, it is not only a matterof choosing right above wrong but also of recognisingthe potential wrong in seemingly right decisions andacting upon it.
IX. Continuous change, ethically done, witha skilled workforce
The developments as sketched above pose significantchallenges to today’s organisations. The main driver,the increase in technological possibilities, forces organ-isations to keep evolving in how they deliver value totheir customers. They must keep up with technologicalinnovation as well as with societal demands for newtypes of (service) relationships, including responsiblebusinesses.As demands on organisations increase, so make the
demands on employees. To keep up with the requiredpace of change, organisations need to develop self-learning skills as well as collaborative skills. Only attrac-tive employers will be able to attract and retain skilledemployees. Making full use of technological possibilitiesalso comes with the responsibility to do so in a respon-sible, ethical manner. As the debate about the ethicalside of technological innovation gathers strength, or-ganisations are wise to take an ethical stand and makea serious point of ethical behaviour throughout theorganisation.We might conclude from all this, that an increase in
digitalisation paradoxically goes with an increasing needfor human consideration.
X. The role of architectureEnterprise architecture is expected to meet the chal-
lenges of continuous change, technological innovation,and responsibly doing business. It can realise real andsustained value for the organisation if it succeeds inturning the organisation into a robust, or even an-tifragile organisation, capable not only of surviving un-expected disturbances from outside but of growingstronger from them (Taleb, 2012).
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An essential contribution of architecture is to enablemaking sense of everything: architectural views providea conceptual language that enables decision-makers tomake sense of new developments in the context oftheir organisation. This helps them envision the possibleimpacts of different choices and see the connectionbetween them. It is the classic purpose of providingcoherence in the bigger picture. Architecture has beendoing this for decades.Making sense of an ever-changing world to create the
necessary flexibility responsibly requires an architecturethat is human-centred, flow-oriented, value-sensitiveand discretionary.
• Human-centred because in an increasingly complexworld, the attitude, interactions and capabilities ofpeople are essential.
• Flow-oriented because it is not about static descrip-tions but about the dynamics of doing business.
• Value-sensitive because the values of all stakehold-ers, direct and indirect, including future society,must be respected.
• Discretionary because to create flexibility, architec-ture must be able to differentiate between dif-ferent contexts and subsystems and adjust bothcontent and way of working to the needs of asituation.
The various concepts and factors introduced in thischapter influence each other dynamically. Leading toa complex system. This is illustrated in the causal loopdiagram in figure 1. The diagram shows how various fac-tors may strengthen or weaken each other. In some oc-casions leading to a balance (balancing loop), in othersto an increasingly strong or weak position (reinforcingloop).
Figure 1. Causal loop of external forces (blue), organisationalstrengths (red) and architectural contributions (green)
An example of a reinforcing loop is represented bythe cycle: ethical thinking in architecture reinforcesethical acting by the organisation, reinforcing main-taining a skilled workforce by the organisation whichreinforces ethical thinking in architecture. Another re-inforcing loop is successful participation in ecosystems,reinforcing delivering value by the organisation whichreinforces success in the ecosystem.The causal loop diagram is one of the instruments in
systems thinking and an example of the new conceptuallanguage that we will be developing in this book as itis our firm opinion that the classic frameworks are nolonger adequate.We need a new conceptual language. A language
geared towards the dynamic flows within and betweenorganisations instead of the description of immobilestates, whether for the present or the future. A lan-guage can express the extent of flexibility of an or-ganisation — a language with the expressive powerto incorporate ethical thinking into architectural deci-sion making. If organisations are going to take decentacting seriously, ethical considerations must play a rolethroughout the design and implementation processes.This includes architectural decision making. A languageis able to express the interaction between humansand technology adequately. In short, a language thathelps organisations to learn and evolve. To create thislanguage, we will borrow from other disciplines such assystems thinking, value-sensitive design and complexitytheory.
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10 Sogeti Netherlands BV, Copyright CC BY-SA 4.0 2019
About the AuthorsMarlies van Steenbergen is an ex-
perienced enterprise architect. Sheworks as an advisor and coach in thefield of enterprise architecture andhas guided many organisations fromall industry sectors in the develop-ment of an effective enterprise archi-tecture practice. In 2017 she became
Professor Digital Smart Services at the university ofApplied Sciences Utrecht. Marlies is co-founder of DYA(Dynamic Architecture), offering a pragmatic approachto architecture based on best practices. Nowadays,Marlies focuses on the link between architecture andinnovation and on Digital Ethics.LinkedIn | Sogeti Profile
Hans Nouwens is an experiencedenterprise architect with 20+ yearsof practical experience in the field ofICT, infused with rigorous academiclearning. He works as an architectand trusted advisor mainly for HigherEducation institutes. Enterprise engi-neering, enterprise architecture and
enterprise governance are his specialties that comewith DEMO and CGEIT certifications. Hans as an aca-demic interest in systems theories and cybernetics. Hansvolunteers as board member for the interest grouparchitecture of the KNVI and as member of the Dutchsociety of systems thinkers (SCIO-NL). He regularly givesguest lectures on enterprise architecture and coachesstudents teams.LinkedIn | Sogeti Profile
Ton Eusterbrock is an experiencedenterprise architect. He works as anadvisor and coach in the field of en-terprise architecture and has guidedmany organisations from all indus-try sectors in the development ofan effective enterprise architecturepractice. Ton is one of the promoters
of DYA (Dynamic Architecture), offering a pragmaticapproach to architecture based on best practices. Heis also a speaker on seminars and lectures at univer-sities and coaches students teams. Ton’s focus is inarchitecture principles and how to organise architecturegovernance in modern ways of working.LinkedIn | Sogeti Profile
Edzo A. Botjes is an experiencedall-round (IT) professional and ar-chitect with 25+ years’ experience.He works as an enterprise, programand solution architect for companiesfrom all industry sectors. He doesthis by combining various expertise’sto identify and resolve root-cause is-
sues in the Enterprise Governance domain and in therealisation domain of an organisation. Today Edzo ispart of the global thought leader group within Sogeticalled Sogeti Labs. Edzo is a creator and loves sharinghis passion via blogs, workshops and presentations. Hisfocus nowadays is on the evolution of organisations intoantifragile organisations and the role of communicationwithin the identity of organisations.LinkedIn | Sogeti Profile
DYA - improving architecture effectiveness – version december 23, 2019 11
About DYA, SogetiLabs and SogetiThe goal of DYA is to improve the
effectiveness of architecture withinorganisations. In 2001 Sogeti intro-duced Dynamic Architecture (DYA).DYA was the start of the focus shiftfrom blueprint architecture to justenough, just in time architecture. Themain driver for this shift was theawareness that architecture must fa-cilitate the required speed of change.
We are now on the threshold of a new focus shift:instead of focusing on internal efficiency and standardi-sation of technology, architecture is to drive innovationby stimulating diversity and focusing on the interplay ofenablers with different rhythms.DYA (Dutch website)
Sogetilabs is a formal, networkedcommunity bringing together thedistinguished technology experts andthe promising talents throughout the
Sogeti Group. The core objective of this community isto inspire the members to contribute innovative ideas,recognize the talented people in the Sogeti Group &motivate them.LinkedIn | SogetiLabs (Dutch website)
Sogeti is a leading provider oftechnology and engineering services.Sogeti delivers solutions that en-able digital transformation and offerscutting-edge expertise in Cloud, Cy-
bersecurity, Digital Manufacturing, Digital Assurance &Testing, and emerging technologies. Sogeti combinesagility and speed of implementation with strong tech-nology supplier partnerships, world class methodolo-gies and its global delivery model, Rightshore ®. So-geti brings together more than 25,000 professionals in15 countries, based in over 100 locations in Europe,USA and India. Sogeti is a wholly-owned subsidiary ofCapgemini SE, listed on the Paris Stock Exchange.English website | Sogeti (Dutch website)
Version history• 20191206 - publication on Sogetilabs• 20191223 - added front-page, version history, fixedsmall bugs in text and reference
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