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11:36, 2 September 2025 ‎Capability Modeling Guidelines: Reused Capabilities (hist | edit) ‎[2,972 bytes] ‎Stephan2 (talk | contribs) (Created page with "Capability Modeling Guidelines | How to Structure a Capability Map =Identify Capabilities that can be Reused Across Processes= Starting with “going with the flow” as the first step in identifying core capabilities typically leads to process-aligned capabilities and, as a consequence, process-aligned organisations. This approach optimises your [[architecture]...")
11:26, 2 September 2025 ‎Capability Modeling Guidelines: Product Delivery (hist | edit) ‎[3,181 bytes] ‎Stephan2 (talk | contribs) (Created page with "Capability Modeling Guidelines | How to Structure a Capability Map =Follow the Flow to Product Delivery= The easiest way to identify high-level, operational capabilities is to start with the delivery of major product groups and to work backwards through the flow of their creation activities. Picking product delivery as and “end point” and stepping backwards...")
11:16, 2 September 2025 ‎Capability Modeling Guidelines: Designing around Activities or Objects (hist | edit) ‎[3,868 bytes] ‎Stephan2 (talk | contribs) (Created page with "Capability Modeling Guidelines | How to Structure a Capability Map =Designing Capabilities Around Activities or Objects= As mentioned in the previous section, capabilities should always be designed around “what belongs together and is distinctive from other capabilities.” While this may sound obvious in theory, designing for togetherness is challenging in the reality of...")
10:15, 2 September 2025 ‎Capability Modeling Guidelines: Capability Hierarchy (hist | edit) ‎[2,524 bytes] ‎Stephan2 (talk | contribs) (Created page with "Capability Modeling Guidelines | How to Structure a Capability Map = A Capability hierarchy is a tree (whole/part relationship) of the enterprise's capabilities, from broad, high-level capabilities at the top (Level 1) to increasingly detailed, granular sub-capabilities at lower levels (Level 2, Level 3, and so on). Superordinate capabilities represent a whole and subordinates rep...")
09:54, 2 September 2025 ‎Capability Modeling Guidelines: Capability Categories (hist | edit) ‎[4,297 bytes] ‎Stephan2 (talk | contribs) (Created page with "Capability Modeling Guidelines | How to structure a Capability Map =Capability Categories= Capability categories enable a strategic dialogue about balancing focus across different dimensions. They organise capabilities according to their contribution to the purpose of the enterprise: '''Customer-facing'''...")
09:38, 2 September 2025 ‎Capability Modeling Guidelines: Capabilities as Organic Modules (hist | edit) ‎[3,524 bytes] ‎Stephan2 (talk | contribs) (Created page with "Capability Modeling Guidelines | How to structure a Capability Map =Design capabilities as organic modules= At the start of your capability modeling initiative, capabilities are designed as the intended outcomes needed for product creation. Initially, these outcomes are designed as black boxes that accept inputs and an (as yet) unknown...")
15:50, 1 September 2025 ‎Capability Modeling Guidelines: How to Structure a Capability Map (hist | edit) ‎[4,303 bytes] ‎Stephan2 (talk | contribs) (Created page with "=How to structure a Capability Map= A Capability Map is a two-dimensional, one-page, high-level representation of the architecture of the enterprise. It provides an overview of the enterprise's architecture (what Capabilities it needs to operate) and can represent the as-is state or to-be states related to particular design challenges. The one-page view provides a widely-agreed, complete overview of the Capability|Capabilitie...")
13:44, 1 September 2025 ‎Capability Modelling Guidelines (hist | edit) ‎[4,302 bytes] ‎Stephan2 (talk | contribs) (Created page with "=Capability Modeling Guidelines=") originally created as "Capability Modeling Guidelines"
18:28, 7 August 2025 ‎Creations Patterns (hist | edit) ‎[1,940 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns =Creations Patterns= ==How to co-create creations that work for your audiences== The collaborative Enterprise Design process produces many creations. These often start with rough sketches that turn into detailed design maps over time. Principles get written down to guide design and realisation activities. Management instruments help people make the right decisions. The enterprise core map aggregates and summarises the more...")
18:26, 7 August 2025 ‎Practice Patterns (hist | edit) ‎[2,650 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns =Practice Patterns= ==What does good Enterprise Design work look like== <center> ''"Good designers do not accept any situation as given; instead they always begin by asking challenging questions to better understand the true nature of what they are dealing with."'' - Harold G. Nelson and Erik Stolterman </center> Doing Enterprise Design means defining a future worth pursuing for a usually messy, always changing...")
18:15, 7 August 2025 ‎Behavioural Patterns (hist | edit) ‎[1,777 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns =Behavioural Patterns= ==How to behave in the interactions with your stakeholders== <center> ''“In Enterprise Architecture roles, emotional intelligence (EQ) accounts for more than 90% of a person’s performance and success.”'' - Bard Papegaaij </center> It is your role as Enterprise Designer to ensure the overall enterprise landscape is designed for purpose and stays adaptive to changing market demands. T...")
18:12, 7 August 2025 ‎Impact Patterns (hist | edit) ‎[3,377 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns =Impact Patterns= ==How to get the enterprise to actually change== <center> ''“Success is not measured in the amount of dollars you make, but the amount of lives you impact.”'' - Anonymous </center> Enterprise Designers face a difficult task. Understanding what needs to change and designing those changes is difficult enough. Getting the enterprise to collaborate with you, adopt your designs and implement th...")
18:06, 7 August 2025 ‎How to Read Enterprise Design Patterns (hist | edit) ‎[4,256 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns =How to Read Enterprise Design Patterns= The thirty-five patterns in this book are organised in four categories: Impact Patterns show how to establish and grow your influence and impact as an Enterprise Designer. This is a continuous process starting with your personal enterprise vision and ending when Enterprise Design is mature and fully realised capability of your company. Behavioural Patterns provide guidance o...")
17:55, 7 August 2025 ‎Management Instruments (hist | edit) ‎[2,046 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Creations Patterns =#35: Management Instruments= Management Instruments <center> ''"Great Enterprise Architects influence how business leaders think and act."'' - Chris Potts </center> ==Related Patterns:== #4: Executive Buy-In, #8: Clear Ownerships, #13: Nurtured Trust, #19: Evidence ----...")
17:47, 7 August 2025 ‎Tangible Futures (hist | edit) ‎[2,124 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Creations Patterns =#34: Tangible Futures= Tangible Futures <center> ''"Enterprises must shift from fixing their being to intentionally designing their becoming."'' - Wolfgang Goebl </center> ==Related Patterns:== #21: Hypotheses and Validation, #30: Depicting Shared Understanding, Moments in Time|#31: Mome...")
17:44, 7 August 2025 ‎Beauty (hist | edit) ‎[1,983 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Creations Patterns =#33: Beauty= Beauty <center> ''"Beauty is the quality of being pleasing to the senses or to the mind."'' - Oxford Dictionary </center> ==Related Patterns:== #7: Safe Negotiation Space, #30: Depicting Shared Understanding ---- <div style="text-align: center; font-size: 130%;"> To run a collaborative...")
17:41, 7 August 2025 ‎Toolkits Sparking Change (hist | edit) ‎[2,158 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Creations Patterns =#32: Toolkits Sparking Change= Toolkits Sparking Change <center> ''"The future of design is giving up control, favouring the flexible over the finished, and providing a space for others to fill with life."'' - Milan Guenther </center> ==Related Patterns:== #1: Personal Enterprise Vision, #19: Evidence,...")
17:38, 7 August 2025 ‎Moments in Time (hist | edit) ‎[1,947 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Creations Patterns =#31: Moments in Time= Moments in Time <center> ''"A map can reveal how broken processes waste providers’ and consumers’ time and money."'' - James Kalbach and Paul Kahn </center> ==Related Patterns:== #25: Focus, Shift, Refocus, #34: Tangible Futures ---- <div style="text-align: center; font-size: 130%...")
20:59, 5 August 2025 ‎Depicting Shared Understanding (hist | edit) ‎[2,296 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Creations Patterns =#30: Depicting Shared Understanding= Depicting Shared Understanding <center> ''“Resilience is really about collaboration and mutual understanding.”'' - Roger Simpson </center> ==Related Patterns:== #6: Shared Enterprise Vision, #7: Safe Negotiation Space, Clear Ownerships|#8: Cl...")
20:56, 5 August 2025 ‎Capture Stories (hist | edit) ‎[2,099 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Creations Patterns =#28: Captured Stories= Captured Stories <center> ''"If we want to understand the world, we do it best through stories."'' - Jeanne Ross </center> ==Related Patterns:== #20: Outside Inspiration, #30: Depicting Shared Understanding, #34: Tangible Futures ---- <div style="t...")
20:53, 5 August 2025 ‎Human Language (hist | edit) ‎[1,790 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Creations Patterns =#28: Human Language= Human Language <center> ''“Never impose your language on people you wish to reach.”'' - Abbie Hoffman </center> ==Related Patterns:== #3: Coalition Building, #4: Executive Buy-In ---- <div style="text-align: center; font-size: 130%;"> You need all co-creators to understand the Enterp...")
20:36, 5 August 2025 ‎Unintended Consequences (hist | edit) ‎[2,317 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Practice Patterns =#27: Unintended Consequences= Unintended Consequences <center> ''"Ask about the impact of the system. Who is affected by it? What other systems are affected? What are the indirect long-term effects? Who gets left behind?"'' - Alan Cooper </center> ==Related Patterns:== #9: Foundation of Change Portfolio, Shephe...")
20:33, 5 August 2025 ‎Just Enough Design (hist | edit) ‎[2,112 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Practice Patterns =#26: Just Enough Design= Just Enough Design <center> ''"Big design up front is dumb. Doing no design up front is even dumber."'' - Dave Thomas </center> ==Related Patterns:== #7: Safe Negotiation Space, #10: Shepherded Realisation, #16: Hint, Hypotheses and Validation|#21: Hypotheses and...")
20:30, 5 August 2025 ‎Focus Shift Refocus (hist | edit) ‎[2,247 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Practice Patterns =#25: Focus, Shift, Refocus= Focus, Shift, Refocus <center> ''"In the conventional world, gnarly challenges are always presented from within a context, a framework of thinking about the problem. The given framework is almost always too small of a window."'' - Alan Cooper </center> ==Related Patterns:== #19: Evidence, Unintended Consequen...")
20:25, 5 August 2025 ‎Corporate Politics (hist | edit) ‎[2,375 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Practice Patterns =#24: Corporate Politics= Corporate Politics <center> ''"People must collaborate in pursuit of a common task yet are often pitted against each other in competition for limited resources, status, and career advancement."'' - Gareth Morgan </center> ==Related Patterns:== #2: Pre-existing Wisdom, Coalition Building|#3: Coalition B...")
20:22, 5 August 2025 ‎Dancing to Enterprise Rhythms (hist | edit) ‎[2,183 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Practice Patterns =#23: Dancing to Enterprise Rhythms= Dancing to Enterprise Rhythms <center> ''“Everything in the universe has a rhythm, everything dances.”'' - Maya Angelou </center> ==Related Patterns:== #2: Pre-existing Wisdom, #4: Executive Buy-In, #7: Safe Negotiation Space, Corporate Politics|#24:...")
20:18, 5 August 2025 ‎Wear Their Shoes (hist | edit) ‎[2,077 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Practice Patterns =#22: Wearing Their Shoes= Wearing Their Shoes <center> ''“Instead of explaining to them the value of design, the simplest thing to do is to get them exposed to actual users using the design.”'' - Jared Spool </center> ==Related Patterns:== #7: Safe Negotiation Space, #19: Evidence, Unintended Consequences|...")
20:14, 5 August 2025 ‎Hypotheses and Validation (hist | edit) ‎[2,106 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Practice Patterns =#21: Hypotheses and Validation= Hypotheses and Validation <center> ''"The righter you do the wrong thing, the wronger you get"'' - Russell Ackoff </center> ==Related Patterns:== #19: Evidence, #27: Unintended Consequences, #34: Tangible Futures ---- <div style="text-align: center;...")
20:11, 5 August 2025 ‎Outside Inspiration (hist | edit) ‎[2,128 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Practice Patterns =#20: Outside Inspiration= Outside Inspiration <center> ''“Do not quench your inspiration and your imagination; do not become the slave of your model.”'' - Vincent Van Gogh </center> ==Related Patterns:== #25: Focus, Shift, Refocus, #27: Unintended Consequences, Capture Stories|#29: Capture Stor...")
13:33, 31 July 2025 ‎Evidence (hist | edit) ‎[2,332 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Practice Patterns =#19: Evidence= Evidence <center> ''“It's so much easier to suggest solutions when you don't know too much about the problem.”'' - Malcolm Forbes </center> ==Related Patterns:== #7: Safe Negotiation Space, #21: Hypotheses and Validation, #22: Wear Their Shoes, Management Instrumen...")
13:28, 31 July 2025 ‎Walking Your Talk (hist | edit) ‎[1,810 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Behavioural Patterns =#18: Walking Your Talk= Walking Your Talk <center> ''“Well done is better than well said.”'' - Benjamin Franklin </center> ==Related Patterns:== #13: Nurtured Trust; #17: Tangible Presence ---- <div style="text-align: center; font-size: 130%;"> You want your co-creators to feel they can predict your ac...")
13:25, 31 July 2025 ‎Tangible Presence (hist | edit) ‎[1,993 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Behavioural Patterns =#17: Tangible Presence= Tangible Presence <center> ''“People have to get to know you. They have to feel comfortable with who you are and what you do.”'' - Ivan Misner </center> ==Related Patterns:== #3: Coalition Building, #5: Co-Created Enterprise Design Charter, Wear Their Shoes|...")
13:22, 31 July 2025 ‎Hint (hist | edit) ‎[2,034 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Behavioural Patterns =#16: Hint= Hint <center> ''“People are generally better persuaded by the reasons which they have themselves discovered than by those which have come into the mind of others.”'' - Blaise Pascal </center> ==Related Patterns:== #3: Coalition Building, #13: Nurtured Trust, #14: Powerful Questions, [...")
13:18, 31 July 2025 ‎Listening to Understand (hist | edit) ‎[2,131 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Behavioural Patterns =#15: Listening to Understand= Listening to Understand <center> ''"Listening is wanting to hear."'' - Naomi Stanford </center> ==Related Patterns:== #3: Coalition Building, #13: Nurtured Trust, #14: Powerful Questions ---- <div style="text-align: center; font-size: 130%;"> You...")
13:14, 31 July 2025 ‎Powerful Questions (hist | edit) ‎[2,138 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Behavioural Patterns =#14: Powerful Questions= Powerful Questions <center> ''“I never learn anything talking. I only learn things when I ask questions.”'' - Lou Holtz </center> ==Related Patterns:== #3: Coalition Building, #13: Nurtured Trust, #15: Listening to Understand, Capture Stories|#29: Ca...")
13:08, 31 July 2025 ‎Nurtured Trust (hist | edit) ‎[2,021 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Behavioural Patterns =#13: Nurtured Trust= Nurtured Trust <center> ''“Trust leads to approachability and open communications.”'' - Scott Weiss </center> ==Related Patterns:== #4: Executive Buy-In, #14: Powerful Questions, #15: Listening to Understand, #24: Corporate Politics...")
13:04, 31 July 2025 ‎Human Interest (hist | edit) ‎[1,979 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Behavioural Patterns = #12: Human Interest= Human Interest <center> ''“Nobody cares how much you know, until they know how much you care.” '' - attributed to Theodore Roosevelt </center> ==Related Patterns:== #6: Shared Enterprise Vision, #7: Safe Negotiation Space, #25: Focus, Shift, Refocus...")
20:02, 30 July 2025 ‎Leaving (hist | edit) ‎[1,859 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Impact Patterns =#11: Leaving= Leaving <center> ''“Quitting is not giving up, it's choosing to focus your attention on something more important."'' - Osayi Osar-Emokpae </center> ==Related Patterns:== #23: Dancing to Enterprise Rhythms ---- <div style="text-align: center; font-size: 130%;"> You have been working as an Enterprise Designer for...")
19:57, 30 July 2025 ‎Shepherded Realisation (hist | edit) ‎[2,404 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Impact Patterns =#10: Shepherded Realisation= Shepherded Realisation <center> ''"An easy way to accelerate value realization is to work with others to get the job done."'' - Scott Ambler and Mark Lines </center> ==Related Patterns:== #4: Executive Buy-In, #5: Co-Created Enterprise Design Charter, Nurture...")
19:54, 30 July 2025 ‎Foundation of Change Portfolio (hist | edit) ‎[2,334 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Impact Patterns =#9: Foundation of Change Portfolio= Foundation of Change Portfolio <center> ''“I think the end-to-end process of investing in change is, itself, a vital part of our enterprise’s architecture.”'' - Chris Potts </center> ==Related Patterns:== #3: Coalition Building, #4: Executive Buy-In, Shephe...")
19:50, 30 July 2025 ‎Clear Ownerships (hist | edit) ‎[1,650 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Impact Patterns =#8: Clear Ownerships= Clear Ownerships <center> ''"You need an accountability framework that balances autonomy and alignment"'' - Jeanne Ross et al. </center> ==Related Patterns:== #4: Executive Buy-In, #30: Depicting Shared Understanding ---- <div style="text-align: center; font-size: 130%;"> You...")
19:45, 30 July 2025 ‎Safe Negotiation Space (hist | edit) ‎[2,336 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Impact Patterns =#7: Safe Negotiation Space= Safe Negotiation Space <center> ''“Everything is negotiable. Whether or not the negotiation is easy is another thing.”'' - Carrie Fisher </center> ==Related Patterns:== #3: Coalition Building, #12: Human Interest, #13: Nurtured Trust, Human Language|#28: Hu...")
19:41, 30 July 2025 ‎Shared Enterprise Vision (hist | edit) ‎[2,007 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Impact Patterns =#6: Shared Enterprise Vision= Shared Enterprise Vision <center> ''“Self-organization is sparked by a common aim and shared values.”'' - Jutta Eckstein et.al </center> ==Related Patterns:== #1: Personal Enterprise Vision, #4: Executive Buy-In, #13: Nurtured Trust ---- <div...")
19:37, 30 July 2025 ‎Co-Created Enterprise Design Charter (hist | edit) ‎[2,186 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Impact Patterns =#5: Co-Created Enterprise Design Charter= Co-Created Enterprise Design Charter <center> ''“The single biggest problem in communication is the illusion that it has taken place.” '' - George Bernard Shaw </center> ==Related Patterns:== #1: Personal Enterprise Vision, Executive Buy-In|#4: Executive Buy-I...")
19:26, 30 July 2025 ‎Executive Buy-In (hist | edit) ‎[2,197 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Impact Patterns =#4: Executive Buy-In= Personal Enterprise Vision <center> ''“Oh, I get by with a little help from my friends.”'' - The Beatles </center> ==Related Patterns:== #8: Clear Ownerships, #13: Nurtured Trust, #24: Corporate Politics, #33: Beauty, Management Instruments|#35: Management...")
19:19, 30 July 2025 ‎Coalition Building (hist | edit) ‎[2,273 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Impact Patterns = #3: Coalition Building= Coalition Building <center> ''“You win by working hard, making tough decisions and building coalitions.” '' - John Engler </center> ==Related Patterns:== #5: Co-Created Enterprise Design Charter, #7: Safe Negotiation Space, Listening to Understand|#15: Liste...")
19:11, 30 July 2025 ‎Pre-existing Wisdom (hist | edit) ‎[2,302 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Impact Patterns = #2: Pre-existing Wisdom= Pre-existing Wisdom <center> ''“The seeker embarks on a journey to find what he wants and discovers, along the way, what he needs.”'' - Wally Lamb </center> ==Related Patterns:== #3: Coalition Building, #4: Executive Buy-In, #7: Safe Negotiation Space, [...")
12:11, 18 July 2025 ‎Scan (hist | edit) ‎[29 bytes] ‎Milan (talk | contribs) (Redirected page to Enterprise Design Scan) Tag: New redirect
09:02, 18 July 2025 ‎Personal Enterprise Vision (hist | edit) ‎[2,101 bytes] ‎Stephan2 (talk | contribs) (Created page with "Enterprise Design Patterns | Impact Patterns = #1: Personal Enterprise Vision= Personal Enterprise Vision <center> ''"Vision without action is just a dream, action without vision just passes the time, and vision with action can change the world."'' - Nelson Mandela </center> ==Related Patterns:== #5: Co-Created Enterprise Design Charter, #6: Shared Enterprise Vision, #7: Safe Negotiat...")
15:54, 16 July 2025 ‎Enterprise Design Patterns (hist | edit) ‎[5,977 bytes] ‎Milan (talk | contribs) (Created page with "Patterns yo")

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