digital diversions workshop

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Fusion15 Student Case Competition, 1 November 2015

Digital Diversions

Mark Smalley, The IT Paradigmologist

Chris FreiTopconf

[email protected]

www.linkedin.com/in/marksmalley

@marksmalley

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Topics

• Digital Relationships

• Digital Enterprise

• Governance of IT

• Digital Ethics

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Digital Relationships

Admit it, we have a problem

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What kind of relationships

do you have with your apps?

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Digital Relationships

EXERCISE

• Split into 3 groups, each with the same assignment

• Present the kinds of relationships that people have with the

information systems that they use

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Rick Mans

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Celebrity Sweetheart

Stepmother Janitor

Low High

Low

Hig

h

What kind of apps do you use?

# S

ocia

l likes

# Social interactions

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• Very popular, lots of updates

• Removing this app would cause a revolution

• Your sweethearts?

Sweetheart

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• Some people like it but most are indifferent

• Replacement inconvenient but no protests

• Your janitors?

Janitor

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• Great interest but what’s the actual value?

• Don’t worry if it disappears, there’ll be another sexy star before long

• Your celebrities?

Celebrity

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• Nobody likes using it but they have to

• Replacing this app would make people’s business lives a lot easier

• Your stepmothers?

Stepmother

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• Like / unlike

• Friend / unfriend

Develop a relationship

with your apps

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• Like / unlike

• Friend / unfriend

And let your apps develop

a relationship with you…

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Digital Enterprise

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Digital Enterprise

• Enterprises’ customers, employees and partners want to

interact and transact both with people and digitally,

depending on their mood and needs.

• They want a say in how they interact.

• They want the experience to feel good, and be quick and

easy – they have better things to do with their lives.

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Digital Enterprise

• The IT department’s challenge is to provide better

functionality, do it quicker and more often than they’re used

to, and reduce outages and performance issues to a

minimum while not over-spending.

• Enlightened IT departments can deliver the goods but the

enterprise is only going to get value out of this investment if

IT’s business partners are equally competent dancing

partners.

• It take two to tango.

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Digital Enterprise

EXERCISE

• Split into 2 groups: a business unit and an IT department

• Business unit: present a list of 5-10 core primary activities

regarding the use of IT

• IT department: present a list of 5-10 core supporting

activities regarding the provision of IT

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Use

r O

rg

Demand

SupplyUse

InfoSyst

IT Org

ITSM

BIM

AD/AM

Demand, supply and use of IT

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Use

r O

rg

Demand

SupplyUse

InfoSyst

IT Org

ITSM

BIM

AD/AM

ISO 20000ITIL®IT4ITTM

BiSL®

ASL®2 ISO 16350

Demand, supply and use of IT

ISO 38500 COBIT®TOGAF®

BRMBOK®

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Use

r O

rg

Demand

SupplyUse

InfoSyst

IT Org

ITSM

BIM

AD/AM

Help business people become better drivers

Van Haren Publishing

free e-book BiSL PG

http://bit.ly/1Qs7jrI

• Investments

• Requirements

• Prioritization

• Delegation to IT

• User procedures

• Acceptance

• Effective use

• Value realization

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Business Information Services Library

ww

w.a

slb

islf

ou

nd

atio

n.o

rg

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Why?

• Better decisions (investments)

• Better use (ROI)

• Easier communication with IT partners (staff satisfaction)

• Demonstrable management of I&T assets (governance)

What?• Process model for BIM

• Implementation guidance

• Good practices

• Recognized by ITIL®, COBIT®

• Training and certification

Who?

• System owners

• BIM/BA/PO roles

• Business sysadmins

• Super duper users

Van Haren Publishing

free e-book BiSL PG

http://bit.ly/1Qs7jrI

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Digital Enterprise

Digitally capable business partners:

• Understand which information and related technology

enables them to survive and succeed

• Interact effectively with their IT partners

• Integrate the digital and the human components in the

end-to-end business process

• Ensure that the users are engaging with the digital

enterprise effectively and are not ‘left to their own

devices’

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itSMF.se Studieresa, Köpenhamn, 25 September 2015

Weird talk

Mark Smalley, The IT Paradigmologist, ASL BiSL Foundation

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itSMF.se Studieresa, Köpenhamn, 25 September 2015

Weird workshop

Christian F. Nissen, CEO, CFN PeopleMark Smalley, The IT Paradigmologist, ASL BiSL Foundation

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User OrgDemand

SupplyUse

InfoSyst

IT Org

Governors

Operations Operations

Management Management

Evaluate

Mo

nit

or M

on

itor

Evaluate

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Workshop

EXERCISE

• 3 groups: governors, business managers, IT managers

• Each group considers the relationships and interactions

between them and the other 2 groups and identifies

desired behaviour from the other 2 groups (30 minutes)

• Each group reports back to the plenary group (5 minute

each)

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Workshop itSMF Sweden in Copenhagen

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Business concerns

• expanding the business quickly and getting IT to support this growth

• their lack of control over IT

• being misunderstood and undervalued by the governors, which resulted in

allocation of fewer resources

Desired behaviour from IT

• speed up the deployment of standard solutions such as those need to equip

new stores

• embrace the company’s innovative spirit and collaborate better and quicker on

pilots such as ‘print your own shoes’

Desired behaviour from governors

• measure the business not with detailed (and in their opinion misleading) KPI’s,

but more along the lines of the direction in which they were proceeding

• use more holistic KPI’s that represented how they were performing as part of

the whole enterprise

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IT concerns

• scaling up and down to respond to changeable business demands (finance was

not a problem – the business divisions had sufficient budgets)

• the gap between corporate strategy and the strategies of the semi-autonomous

business divisions

• not being involved in IT decisions in the business

Desired behaviour from business

• provide better requirements as to what they want to achieve

• provide clearer communication channels to prevent IT being bombarded from

multiple directions with unclear authority

• prioritize between the various business divisions which investments have the

highest priority (to this goal an IT board within was proposed, in which the IT’s

CIO would participate)

Desired behaviour from governors

• ???

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Governor concerns

• IT is just an administrative resource: the IT department is subordinate to the

business profit centres

Desired behaviour from business

• take more responsibility for achieving their goals

Desired behaviour from IT

• listen to do what the business needed

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Takeaways

• realisation that relationships and behaviour are often neglected, when

analysing and improving governance

• ‘management of management’ as a moving window that can be applied to all

levels of management, is a pragmatic definition of governance

• business people may need to talk to IT people more than the other way around

• IT people feel somewhat vulnerable when engaging with the business

• comparing the IT department to a cartoon character was an interesting way of

making a point: “Nobody wants to be Goofy”

• the triangle governors-business-IT can be seen as a family where governors are

the parents and business and IT siblings who either solve their differences

themselves or plead that their parents intervene

34© Smalley.IT@marksmalley

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©2009 Capgemini. All rights reserved

Digital Ethics

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Insert "Title, Author, Date"

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Trolley Car Dilemma


Insert "Title, Author, Date"

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Digital Ethics

Picture the scene: You’re in a self-driving

car and, after turning a corner, find that

you are on course for an unavoidable

collision with a group of 10 people in the

road with walls on either side. Should

the car swerve to the side into the wall,

likely seriously injuring or killing you, its

sole occupant, and saving the group? Or

should it make every attempt to stop,

knowing full well it will hit the group of

people while keeping you safe?

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Digital Ethics

EXERCISE

• Split into 3 groups, each with the same assignment

• Present the right ‘pedestrian-wall’ decision and underlying

considerations

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Digital Ethics

Research findings

• Most people were willing to sacrifice the driver in

order to save others (unless they were the driver)

• 75% of respondents said it moral to swerve, but only

65% said the cars would be programmed to swerve

• On a scale from -50 (protect the driver) to +50

(maximize lives saved), the average response was +24

• Most participants were comfortable with utilitarian

AVs programmed to minimize an accident’s death toll

Source: www.iflscience.com/technology/should-self-driving-car-be-

programmed-kill-its-passengers-greater-good-scenario

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Hit mode:

Child

Pedestrian

Wall

Pedestrian

Wall

Digital Ethics

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Tesla

Tesla chief executive Elon Musk :

• "It should not hit pedestrians, hopefully"

• “If the car is involved in a collision, the driver is still liable”

• "The driver cannot abdicate responsibility – that will come

at some point in the future"

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Volvo

Volvo chief executive officer and president Håkan Samuelsson:

• "We are the suppliers of this technology and we are liable

for everything the car is doing in autonomous mode"

• "If you are not ready to make such a statement, you

shouldn't try to develop an autonomous system"

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43@marksmalley

Fusion15 Student Case Competition, 1 November 2015

Digital Diversions

Mark Smalley, The IT Paradigmologist

Chris FreiTopconf

[email protected]

www.linkedin.com/in/marksmalley

@marksmalley

44@marksmalley

Perceived

survivor support

Perceived

justice

Perceived

safety

OTHER RESOURCES

human, financial, social capital etc.

INFORMATION SYSTEMSSOCIETAL

BENEFITSSERVICE

OUTCOMES

Research

Training

Classified

information

Open source

information

SERVICE

FUNCTIONS

Build

Plan

Use

IS functions

Business & IT

Run

More effective

judicial

proceedings

Higher %

solved cases

Better victim

rehabilitation

Be

tte

r

co

mm

un

ica

tio

nBetter IS

functionality

Fewer/shorter

IS outages

More

secure IS

IS outcomes

From techno-babble

to societal benefits

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Bus Mgt App Dev

Bus Ops IT Ops

Plan Build

Use Run

Info

Syst

Differing perspectives

on information systems

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Project management

A

B

Mess management

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“Culture eats strategy for breakfast”

Peter Drucker

Technocrats beware!

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Cynefin sense-making framework (Dave Snowden, Cognitive Edge)

digital diversions workshop

Technology