Why Enterprise Architects are vital for Change Management - Part 2: OCM & EA

Organizational Change Management assignments often occur in large IT transformations, which are normally devised, planned and implemented with the help of EA (Enterprise Architecture). How does that title relate to other organizational architecture job titles (I am linking to the wikipedia definitions for easy access, and as a starting point, however, some of them have improvement potential)? And what makes close cooperation with an Enterprise Architect invaluable for me as an Organizational Change Manager - in order to ensure the success of the project?

Architecture job titles in blooming season

Enterprise Architect - plans & implements an organization's IT strategy. This may include all of the activities/designations below.
Business Architect - develops and aligns the business capabilities with corporate/business strategies & plans, frequently included in either EA or Sr. BA and/or OCM positions.
Solution(s) Architect - sometimes used as a synonym to EA, or acts as a go-between the strategic and operational players in programs, projects and architecture teams.
Software Architect, Applications Architect - basically the same, even though two different definitions exist in wikipedia. Lines up and aligns the landscape of applications in an enterprise.
Data Architect - defines and plans data storage, usage and management in systems and applications
Information Architect - does the same, additionally works with websites, intranet, taxonomies, and borders on the enterprise's knowledge management strategy.

A huge problem in transformation projects are legacy data, software, systems and, of course work processes.  
Metaphor for the lay person: If you have a TV, sound system, video recorder, CD player, game consoles for TV and handheld (different ones for each child) and maybe even a record or cassette player, some of which are connected to your PC or MAC, and you look at the CDs, DVDs, records, floppy disks and the cable salad behind your unit, upscale it to a 1,000 - 10,000 people organization, you might get a feel for what technology resources are dealing with.

A huge problem for organizations is to divide up the architectural work before the project, since the terminology and the boundaries between fields can be fuzzy. In the projects that I've been assigned to, I mostly had to do with Enterprise Architects (rather than the other titles listed above).

 

Close cooperation with Enterprise Architects to maximize success

I thoroughly enjoy working with Enterprise Architects, here's why:
When you hit the ground running on a new project, nobody can give you the low down on the lay-of-the-land as well as a good EA. Because (s)he has the eagle eye view, the EA can give you invaluable tips on peculiarities of this organization's specific environment regarding
- systems
- data
- processes, and, most importantly,
- stakeholders and sponsors
It won't take ages, because they can be as high-level as possible and as detailed as necessary. Enterprise Architects are usually pioneers and explorers, there is no better source for learning about technology and systems. A good EA knows tools & apps but is not fixated on them. 
Ideally, they are sounding boards and communicators, too. Most of the time, Enterprise Architects don't object to - and even enjoy - follow-ups further into the project, listening to the people side of the change and discussing patterns, systems and strategies. And if the Enterprise Architect says "she gets me" or "awesome work", you know you're on the right track.
Why does that make the project successful? The organizational strategy and change strategy need to be aligned to create authenticity, and, at the end of the day, be believable to the users. When the Change Manager knows the high-level perspective it is always possible to get "into the weeds" from there, the requirements, the processes, the communications, the feelings of resistance etc. etc. etc. Vice versa? Not so much..

Please do not hesitate to comment. Thank you.

Intercultural Competences in Change Management

Intercultural Competences in Change Management

Try Charms, not Charts

Today's projects are often made up of international members. And while collaboration has a fair chance when international people of the same designation work together, problems multiply when the road gets rocky, which is not altogether unlikely in Change Projects.

This article contains an interview with me on best practice tips to avoid pitfalls intercultural business communication.

To summarize the German language article: Taking up cross cultural business relationships can comparable to courtship in various cultures - different rituals may be required in different countries, and while Germans tend to be straightforward, good planners and drill down to the fact of the matter immediately, they should focus on small talk bonding more often, turn on their charm, and linger on the level of business relationships a little bit longer.

Cross cultural communication means respecting others' values and behaviours without bending over backwards.

Last but not least, - "What are you ssinking about?" https://www.youtube.com/watch?v=MLoYL-6Y6vg - a sense of humour helps to weather storms and navigate around cliffs in cross cultural collaboration.

“Professional Women’s Excellency – The Renaissance of Global Economy”

5. Juni 2007, IEDC-Bled School of Management, Bled, Slowenien Mit Vergnügen folgte Dr. Katharina Kettner der Einladung zur 6. Konferenz “Professional Women’s Excellency”, organisiert durch die Managers’ Association of Slovenia und GV Planet, in Kooperation mit der IEDC-Bled School of Management. 
Die beeindruckende Teilnehmerliste von Sloweniens und Europas Powerfrauen in Wissenschaft und Business, unter ihnen Laurence Danon (zuletzt Generaldirektorin bei Bostik Adhesives, einer 100% Tochter von Total Fina Elf, später Vorstandsvorsitzende des Modehauses Printemps), interessante Themen und die fantastische Organisation durch die “School with a View” (Schule mit Aussicht) ergaben eine umfassende Perspektive auf das enorme Potential Europäischer Frauen im Business, die in diesem Treffen als “The Network of Women Management” in die Zukunft starten.

Die Diskussion auf der hochkarätigen Konferenz zeigte erneut, dass die Erfolgswege von Frauen auf Top-Level hoch individuell und Kontext-gebunden verlaufen. Darüber hinaus wurde deutlich, dass Frauen einen ernstzunehmenden globalen Business-Faktor darstellen.

Romana Pajenk, Präsidentin der Women Management Section der Managers’ Association von Slowenien, Dr. Daniela Brečko, Geschäftsführende Direktorin von Planet GV,and Prof. Danica Purg, Präsidentin der IEDC-Bled School of Management, eröffneten das gehaltvolle Programm.
Prof. Alenka Šelih, Vice-President, Slovenian Academy of Sciences and Arts, präsentierte weitere Einsichten aus Biographien, publiziert in der neu erschienenen “Anthology of Women’s Success in Slovenian History”.
Nach wie vor ein Klassiker: How to Break a Glass Ceiling, How a Glass Wall? (Wie frau gläserne Decken durchbricht..) Unter anderem befanden sich unter den Round-Table-Gästen Prof. Andreja Kocijančič, Rektorin der Universität von Ljubljana, sowie die energiegeladene Jungunternehmerin Marjeta Tič-Vesel, Pristop, moderiert durch Sonja Šmuc,  Geschäftsführende Direktorin der Managers’ Association of Slovenia. 

Jahrzehntelange Erfahrung und Know-How im Technologietransfer vermittelte Prof. Aleksandra Kornhauser, Professor Emeritus und Direktor des UNESCO International Centre for Chemical Studies,  in ihrem Vortrag “Science as a Foundation of Economic Development”.
Zwei faszinierende Gäste standem im Mittelpunkt von HOT-CHAIR-Runden: Dr. Alenka Žnidaršič Krajnc, der Generaldirektorin der First Pension Company und Laurence Danon, Top Managerin sowie Mitglied des Gründungskommittees des Women’s Forum for Economy and Society. Die Interviews – jeweils durch Vita Cajnko Javornik, Chefredakteurin der Zeitschrift Manager und durch Prof. Danica Purg, brachten im Gespräch die individuellen biographischen und Persönlichkeitsfaktoren zweier engagierter, brillianer Topkarrieren hervor.

Abschließende Highlights waren die Preisverleihungen der Artemida 2007 durch die Zeitschrift Manager, für herausragende Performance von Frauen im Business und die beste wissenschaftliche Arbeit zu Frauen und Management.

Intensives Netzwerken in den Pausen, auf der Terrasse der Management Schule mit Blick auf den pittoresken See von Bled machte das High Quality Event rund. 

2004 Pflege und Pflegewissenschaft - Ausbildung, Berufspraxis und Kultur im internationalen Vergleich

23.-27. Mai 2004 - London, UK

In einer Exkursion nach London entdeckt eine Studiengruppe der Ev. Fachhochschule Rheinland Westfalen Lippe die 'Roots of Nursing and Care Culture' mit Dr. Katharina Kettner.

Die "Medical History Tour" umfasst interessante Themen wie "Operations without Anaesthetics" im Old Operating Theatre & Herb Garret, oder "The Early Hospitals", "Body Snatchers" im St Bartholomew's Hospital Museum in Smithfield

Neben kulturell orientierten Entdeckungsgängen durch die pulsierende Stadt - und natürlich auch Camden und andere Märkte ;), wird sicherlich ein besonderes Highlight das interkulturelle Erlebnis sein: Wie Kollegen in einem anderen europäischen Land leben und arbeiten, sowie der Vortrag über (universitäre) Ausbildung in Großbritannien "The provision of nurse education in the UK", Florence Nightingale College for Nursing and Midwifery, King's College.

Nursing & Care - Comparing Education, Vocational Practice and Cultures Internationally

23 - 27 May 2004 - London, UK

In an excursion to London a group of students of the Ev. Fachhochschule Rheinland Westfalen Lippe (University of Applied Science) will discover the 'Roots of Nursing and Care Culture', led by Dr. Katharina Kettner.

Next to interesting topics like "Operations without Anaesthetics" at the "Old Operating Theatre & Herb Garret" or "Early Hospitals", "Body Snatchers" at St Bartholomew's Hospital Museum in Smithfield - part of the "Medical History" tour -, next to cultural walks and explorations through that vibrant city, including Camden and other markets ;)

A particular highlight will surely be the intercultural experience, to see how colleagues work and live in another European country and a talk and discussion about "The provision of nurse education in the UK", at the Florence Nightingale College for Nursing and Midwifery, King's College.