Enterprise Design Patterns | Impact Patterns
#10: Shepherded Realisation
"An easy way to accelerate value realization is to work with others to get the job done."
- Scott Ambler and Mark Lines
Related Patterns:
#4: Executive Buy-In, #5: Co-Created Enterprise Design Charter, #13: Nurtured Trust, #30: Depicting Shared Understanding, #32: Toolkits Sparking Change
Enterprise Design principles are unfamiliar to realisation teams. You need these teams to understand and play their part in co-creating a successful enterprise.
In this context:
Your drive to find global synergies can adversely affect local goals of realisation teams. Their task is to realise a certain solution and whole-of-enterprise optimisation is not their primary concern. The current trend towards autonomous development tends to encourage teams to go for point solutions rather than enterprise-wide synergies and perceive Enterprise Design as an obstacle rather than beneficial for their work.
Therefore:
You make Enterprise Design skills and creations essential tools in the realisation process and help better align that work with the overall Enterprise Design. You establish Enterprise Designers as “Enterprise Design owners” that are part of the realisation teams. These Enterprise Designers:
- Work with the team in a manner that makes sense for that team;
- Co-create architecture principles with the teams to pragmatically constrain their work towards the Enterprise Design;
- Use their strong social skills to become ‘trusted advisors’ rather than innovation obstacles;
- Are pragmatic in finding compromises between their teams’ local goals and enterprise-wide goals;
- Use their design skills and experience to help their teams with the realisation of the intended design vision;
Consequently:
Making Enterprise Designers members of realisation teams helps to surface conflicts between local and enterprise-wide interests early. Enterprise Designers can then use their strong facilitation skills to find sound compromises between those interests.