Architecting the Future Enterprise
Date: June 9-11, 2014 | Tuition: $2,500 | Continuing Education Units (CEUs): 1.7
*This course has limited enrollment. Apply early to guarantee your spot.
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This course is about:
- Thinking holistically about enterprise
- Viewing the enterprise through multiple lenses
- Applying an architectural approach
- Evaluating alternative architectures
- Enriching your thinking
Enterprises evolve over time, but the transformation efforts aimed at their evolution too often fail to achieve their intended outcomes. We teach a holistic approach to guide enterprise leaders in understanding their ‘as-is’ enterprise, generating and evaluating alternative concepts, and selecting a ‘to-be’ architecture concept. While some very good frameworks and approaches exist to develop detailed enterprise architectures, we move ‘upstream’ in the enterprise design lifecycle to the concept phase. Our holistic approach goes beyond a process-centric or information technology-centric perspective, critically important even when the transformation might specifically be related to process re-engineering or an information technology upgrade. Leaders need to be able to see the whole enterprise to effectively envision the path for change.
In discovery of this ‘right concept’ we explore the enterprise through ten fundamental enterprise elements and their interrelationships. This is essential to broadening the leadership conversations needed to reach a strategic enterprise future vision. The ten elements are: ecosystem, stakeholders, strategy, information, infrastructure, process, organization, knowledge, products, and services.
Learning techniques for stakeholder analysis and for ‘future-proofing’ to evaluate fitness of architectures for alternative futures enhances the strategic enterprise decisions. We examine how the principles, practices, and heuristics of systems architecting are extended and adapted for enterprise architecting. We discuss the role of leadership in creating a vivid transformation vision, as well as transformation and communication plans.
In the fast-paced world in which modern enterprises operate, a sense of urgency can lead to a rush to take action. Yet applying a formal framework and best enterprise design practices can be futile unless time is taken to adequately explore and evaluate alternatives to find an ‘optimal’ concept for going forward. Other approaches in the industry focus on “doing enterprise architecting right.” Based on a decade of research and case investigations, our approach is aimed as the necessary prerequisite activity to ensure transformation is based on “the right enterprise concept architecture.”
This course is not about: traditional IT-focused enterprise architecture, EA Frameworks (Zachman, TOGAF, DODAF, etc.), Clinger-Cohen Act, enterprise documents and databases, or designing IT systems.
Fundamentals: Core concepts, understandings, and tools (15%)
Latest Developments: Recent advances, and future trends (30%)
Industry Applications: Linking theory and real world (40%)
Other: Designing, evaluating, and transforming enterprises (15%)
Lecture: Delivery of material in a lecture format (75%)
Discussion or Groupwork: Participatory learning (25%)
Introductory: Appropriate for a general audience (60%)
Specialized: Assumes experience in practice area or field (40%)
The participants of this course will be able to:
- Understand the motivation for and increasing importance of designing and transforming enterprises to meet contemporary challenges.
- Appreciate the emerging field of holistic enterprise architecting as distinguished from transformation based on a single perspective.
- Understand how strategic drivers (business model, strategic focus, enterprise performance objectives, etc.) and desired enterprise “itlities” (flexibility, scalability, agility, etc.) influence enterprise decisions.
- Use ten elements (ecosystem, stakeholders, strategy, information, infrastructure, process, organization, knowledge, products, and services), and their interrelationships, to view the whole enterprise.
- Understand methods that can be employed to generate, evaluate, and select an ‘optimal’ concept architecture for enterprise transformation.
- Use ‘future-proofing’ to evaluate fitness of architectures for alternative futures to enhance strategic enterprise decisions.
- Recognize leadership challenges, barriers, and enablers in designing and planning enterprise transformations.
- Discuss strategic issues leaders face in planning and undertaking enterprise redesigns and transformation.
- Acquire knowledge of the latest published literature in the field and insight into ongoing research.
Who Should Attend
This course is targeted to executives and professionals who lead and implement enterprise transformation efforts within and across an enterprise. The course will be of particular benefit to professionals who understand the value of taking a systems perspective in making strategic decisions in the face of a dynamic environment involving complex enterprise factors.
Course schedule and registration times
Class runs 9:00 am - 5:00 pm each day except for Wedesday when it ends at 4:00 pm.
Registration is on Monday morning from 8:30 - 8:50 am.
Instructors will host a networking dinner following the Day Two session (optional).
Senior Director Provider Operations, NaviNet
"The lecturers had an impressive amount of practical knowledge about the field and the lectures were engaging - even after two straight days."
Software Architect, SAIC
"The second day after I tried to map my enterprise to their architecture [it] made everything come to life."
Founder/Chief Editor, Editora ao Vivo Ltda
"I had considered going to Harvard or Stanford this summer, but only at MIT I have found a kind of knowledge built from scratch in a creative way that I would not find correlative in Brazil."
data architect, cancer treatment centers of america
"It was a great experience. The opportunity to learn from high caliber instructors with a knowledgeable class of people was worthwhile."
technology coordinator, university of illinois at chicago
"Professors provided an excellent framework for understanding and implementing the subject matter. The lectures and exercises were engaging, instructive, and to the point. The course was further aided by two excellent case study presentations by the architects themselves, as well as an excellent collection of students who kept the conversation lively and engaging. All in all a terrific, informative experience."
manager, global services, acumen solutions
"This course was everything I expected and more. The incredible knowledge and experience of the professors, the group discussions and real life project presentations all made this such a worthy investment."
About The Lecturers
Dr. Donna H. Rhodes
Dr. Donna H. Rhodes is a senior lecturer in the Engineering Systems Division and principal research scientist in the Sociotechnical Systems Research Center (SSRC). She is the director of MIT’s Systems Engineering Advancement Initiative (SEAri), a research group focused on advancing the theories, methods, and practice applied to complex sociotechnical systems. Prior to joining MIT in 2003, Dr. Rhodes held senior management positions in systems engineering and enterprise practices at IBM Federal Systems, Lockheed Martin, and Lucent Technologies.
Dr. Rhodes conducts research on innovative approaches and methods for architecting and design of complex systems and enterprises, including predictive indicators of performance, empirical studies of engineering systems thinking and practice, and designing for uncertain futures. Her research is driven by the desire to more predicatively architect socio-technical systems to address significant societal needs in a dynamic world. She is involved in research across multiple sectors including defense, aerospace, transportation, energy, and commercial products.
Dr. Rhodes received her Ph.D. in Systems Science from the T.J. Watson School of Engineering at Binghamton University. She serves on industry and government advisory boards focused on advancement of systems practice and education, as well as on study panels for issues of national and international importance. She engages with government and industry leaders through collaborative research, consulting engagements and executive courses. She has been very involved in the evolution of the systems engineering field, including development of several university graduate programs. Dr. Rhodes is a past president and fellow of the International Council on Systems Engineering, and a recipient of INCOSE’s Founders Award and several distinguished service awards. She serves on the INCOSE Systems Engineering journal editorial board.
Professor Deborah J. Nightingale
Professor Deborah Nightingale has broad-based experience with academia, the private sector,and the government. Professor Nightingale joined the MIT faculty in 1997 and holds a dual appointment in the Engineering Systems Division and the Department of Aeronautics and Astronautics at MIT. She serves as the Director of the Sociotechnical Systems Research Center (SSRC) and was the Co-Director of the Lean Advancement Initiative, a joint industry, government, and MIT consortium. Her research interests are centered on complex enterprise integration, enterprise architecting, and organizational transformation. Her current focus on health systems is exemplified by her role as PI on several research projects, including an enterprise systems analysis of the DoD system of care for post-traumatic stress, several systems studies for the Veterans Administration, and multiple projects in the civilian sector. In addition, Professor Nightingale has led several executive transformation engagements in both industry and government.
Prior to joining MIT, Professor Nightingale headed up Strategic Planning and Global Business Development for AlliedSignal Engines. While at AlliedSignal she also held a number of executive leadership positions in operations, engineering, and program management, participating in enterprise-wide operations from concept development to customer support. Prior to joining AlliedSignal, she worked at Wright-Patterson AFB where she served as program manager for computer simulation modeling research, design, and development in support of advanced man-machine design concepts.
Professor Nightingale has a Ph.D. from The Ohio State University in Industrial and Systems Engineering. In addition, she holds M.S. and B.S. degrees in Computer and Information Science from The Ohio State University and University of Dayton, respectively. She is a member of the National Academy of Engineering, Past-President and Fellow of the Institute of Industrial Engineers, and Co-Editor-in-Chief of the Journal of Enterprise Transformation. She is a co-author of the books Lean Enterprise Value: Insights from MIT’s Lean Aerospace Initiative and Beyond the Lean Revolution: Achieving Successful and Sustainable Enterprise Transformation. Professor Nightingale serves on a number of boards and national committees, where she interacts extensively with industry, government, and academic leaders.
This course takes place on the MIT campus in Cambridge, Massachusetts. We can also offer this course for groups of employees at your location. Please contact the Short Programs office for further details.
Links & Resources
Video / Audio:
- Service Systems Innovation for Treatment of Post Traumatic Stress Syndrome in the U.S. Military: An Enterprise Systems Approach - YouTube
News / Articles: