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.

Why Enterprise Architects are vital for Change Management - Part 1: What is EA anyway?

As a Manager of Organizational Change I have come to appreciate working with technology sources tremendously, in particular with Enterprise Architects. In my previous career as an expert for Organizational Communication & Development - working in lighthouse/pioneer projects and transitions of large corporate M&As long before this was even called change management - I had known IT people from some assignments facilitating teams, or teaching MBAs. When I got deeper into the IT world some 10+ years ago I remember thinking two thoughts:

• Wow. This is a completely separate culture within companies, much different from all other departments, you won't get anywhere in here without speaking what I affectionately call 'Geekspeak' (Watching 'The IT-Crowd' does help to overcome the culture clash, though..).
• And secondly, among my colleagues & friends or the (IT) Change Management Group at gpm-ipma, Germany's largest PM association, we absolutely agreed: If Change in Organizations goes wrong, it's almost always a "people problem".

I would like to reflect my view on this world back to you, maybe provide you with some fresh insights, and I'll start with the definition of Enterprise Architecture. There should really not be too many problems here, one could always look up wikipedia (how I dread the day I find out wikipedia is blatantly incorrect - always cross-check, boys & girls), or use common-sense.

Do companies know what to look for in an Enterprise Architect?

Flipping through companies' job postings, however, on the requirements side, one finds some must-haves that clearly display lack of ability to think on a metalevel. Partly, to be sure, because it makes measuring or filtering candidates' skills difficult.

Taking the term 'Architect' as a metaphor might be helpful. An Architect plans & monitors the building process of a house, she needs to know about plumbing or electrician requirements, yet doesn't have to be a plumber or electrician herself (*or himself - men are obviously included ;). Of course some time way back in her learning phase there might have been an internship, apprenticeship or practical studies field.

Back to Enterprise Architects and the metalevel. If an EA only needs to know ABOUT administrating systems, writing code etc. how can one assess if her skills are enough for a sophisticated job such as planning a business, its processes and technology?

I hear "Ask an expert" from the 3rd row. I am thus flinging this question to you, the experts among you. What criteria for skills and methods of Enterprise Architecture are indispensable to you, which parts do you value most? Is it more business or more techie or 50:50? How would you separate myth from reality? What are the obstacles in the daily routine? What difference does project management methodology contribute, scrum or waterfall?

 

I'd appreciate your input, to get a discussion going. Cheers!

And since I love thinking in terms of questions, here are the ones the next part(s) will revolve around: How does Enterprise Architecture relate to the many other Architecture job titles that seem to be in blooming season? Solution(s) Architect, Data Architect, Information Architect, Business Architect.. And what makes it invaluable for Change Managers to work closely with Enterprise Architects to ensure the success of the project?

Tune in..

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.

World Cup 2014 Semi-Final - Learning points for OCM

Germany - Brazil 7-1, a spectacular match - What can we learn from it?

Like in the corporate world, the pressure is on. Because they are condensed to the max, and success and failure are so measurably apparent, joint efforts such as football matches - and music concerts - serve as good examples on how we do in Organizational Change and what the big points are.

Agility & Team spirit

From the beginning right through to the very end the German players were agile and purposeful, they kept eye contact with the others on the team, they were able to let go and pass the ball to a team-mate in orchestrated choreographies, each team member doing their part but also keeping an eye out for the whole.
For a change project in the corporate environment this means that the information flow needs to keep going. Communication channels within the project / project office have to have the necessary definition to spur purposeful action, and at the same time enough openness to keep the teams motivated.
Even in large corporate companies, or even in Tech Consultancies, as many colleagues have confirmed in 'shop talks', there is often no - or not enough - culture of communicating with each other, and social/knowledge management apps are often merely a sad document grave. 
And if this is in the change project teams themselves - how can the word be spread out to the company?

Freedom & Responsibility

Teams need leeway to act on opportunities & synergies, in football and in corporate life. Overcautious micro-management only displays lack of trust, and kills motivation and 'enablement'. 
Participative leadership means team players can grasp opportunities, or create synergies, in OCM for example with SMEs, or the communications or organizational development departments, to optimize success.
It also means they will be able - and willing - to take responsibility and take charge of emerging needs. In the semi-final for example, the 3-0 was scored, because ".. There are lots of defenders in there but nobody is taking responsibility to pick anyone up." (Rio Ferdinand, in the BBC Analysis of the match).

Strategy & "Setting the Course" from the get-go

First of all: Having a Strategy is good. Change has become such a big issue, spanning whole organizations, so it becomes more and more apparent that OCM, as well as Organizational Communication & Culture are STRATEGIC issues. Yes, the ROI is not as easily measured as the goals and chances in football, but if you look at any successful initiative they will have had a STRATEGY on change and company culture, and, what's more important, they will have ACTED ON IT.
There is nothing like setting the course from the get-go - in our example scoring 5 goals in the first 29 minutes - to boost the morale of a team, because it takes pressure off the players. Aligned with the overall strategy, this move is likely to foster more success.
In change initiatives, the OCM Lead is often brought in 6, 8, 10 months into the initiative. This does not only not save money, as intended, it also looses the strategic point and the chance to boost motivation on the project tremendously.

Leadership & Lack of Leadership

The 5-0 in our example was scored due to lack of leadership in the other team: ".. the captain, supposed to be the leader, .. has abandoned ship I am afraid. He has disappeared." (Alan Hansen), and "That is embarrassing. When you do that, you are leaving your team-mates in the lurch. As a centre-half, he has to win the ball there." (Rio Ferdinand)
Much more could be said here, watch this spot for blog posts on Leadership topics.

Don't give up

From many examples we know about "not giving up when times get rough", and Oscar's goal in the last minute is one strong demonstration.
However, "not giving up when things go well" is also important. How many times have teams felt safe and leaned back into complacency. And then lost

DO IT

Football is not rocket science. Change Management is not rocket science. What a facebook friend commented on as "the unrelenting efficiency of the German team" is merely doing what is known to work. To the last consequence.

Yes, it takes creativity, yes, it takes the magic of the moment. Like jazz improvisation.
And like jazz improvisation, that too, can be learned. But most of all it takes a team.
And, yes, especially in this moment, I am proud of having grown up in a culture where there is a notion of "doing the right thing" - effectiveness, and "doing things right" - efficiency.

Success factors of Organizational Change Management are out there, and one just has to take them seriously and act on them. More on this in my next posts.

Thanks for your time, feel free to comment!

All quotes are from http://www.bbc.com/sport/0/football/28221160, the BBC Analysis of the match.

Competitive edge in Diversity: Female project management experts take off

On 09 July 2007,  Entrepreneuresses and female project managers from all over Germany met at the Frankfurt “Cosmopolitan” on invitation of Roswitha Müller-Ettrich (Munich, founding member and Head of the Board of Trustees of the GPM, (German project management association-IPMA) and Dr. Dorothee Feldmüller (Bochum, IT-project management and consulting; Leaders’ Team of GPM Chapter Dortmund). 

Dr. Katharina Kettner took part in the newly founded GPM work group as an associated expert for Diversity and Inclusion.

Strategic objective is the creating space for themes of gender within project management, and will be basis for enhancing collaboration and effectiveness in project management work by diversity, as well as tackling questions of marketing achievements, image and profile, for example by means of success stories.
Talking about successes and failures is an important element of future oriented management. Diversity belongs to the field of intercultural competencens, by which added value can be improved in many projects. Contrarily, ignoring cross cultural differences not only wastes nerves, but also assignments, time and money.

Expertise, tools & innovation to tackle „Change Management“ - 1st milestones of associate work group reached

As we know nothing is as constant as change: the frequency of restructuring and change processes is rising – after the Change is before the Change.
On 12 June 2007, Dr. Dorothee Feldmüller, Dr. Jan Mütter and Dr. Katharina Kettner presented the topics that have been explored in the workgroup „Change Management“ since August 2006 at IT-Center Dortmund. The next group meeting will be on 31 August 2007 in Düsseldorf.

“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.