Enterprise Design Patterns | Creations Patterns
#35: Management Instruments
"Great Enterprise Architects influence how business leaders think and act."
- Chris Potts
Related Patterns:
#4: Executive Buy-In, #8: Clear Ownerships, #13: Nurtured Trust, #19: Evidence
Even the best Enterprise Design can only be called successful when it informs and guides the big decisions made by management.
In this context:
Executives often complain the money they invest rarely leads to the intended outcomes. Yet, many of their decisions are based on gut feeling and a weak understanding of enterprise-wide dependencies. Enterprise Design maps provide essential information needed for management decisions, but are usually not in the room when decisions are being made.
Therefore:
You make sure Enterprise Design is present in the board room when important decisions are considered. You create management instruments based on collaborative Enterprise Design work and aggregate the shared understanding of the enterprise. You:
- Remove unnecessary details and present only what's needed for good decisions but not less;
- Present beautiful management instruments with a user experience designed for executives;
- Connect the management instruments to the depiction of shared understanding;
- Incorporate the data you found during your empirical research;
- Connect to the strategic enterprise goals;
- Help to keep overall enterprise complexity within reasonable bounds by including complexity related KPIs;
- Use visual indicators to clearly show how things are progressing.
Consequently:
The shared understanding co-created by Enterprise Design now informs big decisions. This helps the enterprise evolve towards a well-designed identity, experience and architecture.