Oscar, for instance, compares messages that Bank4Us currently provides to its customers about their savings with the information parents receive from their teenage kids on a school trip to Paris. Their classic The Knowledge Creating Company (1995) furnishes evidence of the importance of nonanalytical knowledge in giving organizations a common direction. Two Japanese founders of modern knowledge management, Ikujiro Nonaka and Hirotaka Takeuchi, would applaud this approach. Nevertheless, the major part is less concrete and analytical it is about finding the right slogans, scenarios, metaphors, and comparisons. Oscar's blog post addresses the economic reasons behind customer empowerment, the opportunities it offers, and the implications for the technical landscape. Dave Callaghan, his boss and CIO, embraces the idea and encourages Oscar to do so.įigure 8-7. But he is convinced that a deeper understanding of the strategy's motivation, a clearer view of what it means in practice and a closer identification with the goals, will help kick off the mission. Therefore, he decides to make himself a spokesman of the strategy and utter some personal views at the risk that technocratic mockers among the IT crowd might enjoy tearing them apart. On the other side, he is a seasoned consultant and knows that showing some passion about the strategic goals helps win over the people in the company. He feels a bit uneasy about it because it is a different kind of writing than the impersonal, matter-of-fact stuff he usually authors. One workshop participant brought this example up, but such details didn't make it to the strategy slides.Īfter some hesitation, Oscar decides to publish his insights regarding the strategy in some blog posts.
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The idea of a financial dashboard, for instance, that transparently shows the customer's financial health state at any time and on any device-desktop, smartphone, or tablet-is something Oscar would actually like to have for himself. Oscar has also started to believe that the initiatives subsumed under customer empowerment can really make a difference to the consumer. This is not a matter of value-adds but of financial survival. Many of the services still offered at the bank's branch offices are too expensive and simply must be replaced with Internet-based self-services. He understood that customer empowerment, one of the strategic goals of Bank4Us, is more than a marketing label.
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But Oscar knows his IT crowd inside out: They will play a round of buzzword bingo 12 with it and turn to something “more substantial.”ĭuring the workshop, Oscar learned a lot about the business concerns, the market conditions, and the financial figures that are causing a headache for higher management. The outcome has now been published as a slideshow to the employee portal. Oscar Salgado, the chief architect of our Bank4Us EA case, has recently participated in the maxim workshop spelling out the CIO's Closer to Customer mission statement set out in Chapter 3, activity EA-1, Defining the IT strategy. Shailendra Langade, in Collaborative Enterprise Architecture, 2012 The Strategy blog