Why is change so fundamental

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The heartbeat of our business model is that the largest generational change in history is occurring right now. A bit dramatic, but consider the following cultural, business, and technological factors happening globally.

Cultural – 6.8 Billion people pressuring boundaries, resources, and relationships impacting policy, environment, and security and locally mass retirements causing brain drain. The U.S.’s largest generation, which has led the world for the past 50 years, is retiring creating a vacuum on workforce replacement; during the same period the world population has gone from 2 Billion to 6 Billion. This large population has created immense pressures on boundaries, resources, and relationships impacting policy, environment, and security.

plus

Business – Efficiency needs pushing quality, finite resources breaking financial models, globalization pushing costs, fast-automated transactions, all causing bad eactive policy. To deal with this change, the new speed of automated transactions or dying conception of “infinite” resources, for example, are forcing new radical and early version policies into Law creating immaturity in governance and financial models, no analysis or paralysis. This is forcing leadership to consider new models and controls such as globalization, service organizations, new collaborative partnerships on product management, and massive supply chain workflow changes.

has resulted in

Technology – technology performance, management, and safety controls to be non-existent and logarithmic growth of IT capital. Either way, technology outpaces culture and business, or vice versa. New technologies are moving faster than can be absorbed or catalogued, introducing new Consequences via rapid deployment to keep up replace depleted U.S. labor forces , but challenges the “perishable value” of your technology capital portfolio causing inefficient controls, work, and impacts the quality of your products and services. Do I invest? Do I leapfrog?

This time is exciting, yet massive change causes massive confusion. These level of changes, describe from hot, flat, and crowded to too much information to many other are driving the need for change. We believe transformational activities start with the executive understanding the culture, policy, and environment first and foremost prior to engaging in major business transformation. We understand change is nebulous, inevitable, but less jaded – powerful. Whether the business change is enhancing, correcting, or repairing, Xentity’s transformation services are designed knowing your people are the heartbeat of your organization.

The ever-changing technologies provide new windows to enable more efficient and effective ways of doing business. Xentity has skilled, trained, and certified consultants in the areas of technology unique to lines of business or general to enterprises to properly institute technology change. Xentity promotes Technology change operationally, tactically, or strategically, but ultimately guided by the true business service, process, or management needs for such.

Xentity brings its knowledge of technology innovation trends to help take advantage of the correct acceleration points that the culture can absorb to support its community. 

What are our Integrated Change Management Concepts

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Improve Performance – Plan and Manage your change

Your project, program, or organization leadership typically hinges on your effectiveness to implement relevancy. Usually that means improving performance or integrating change – both of which helps garner the goals.

Issues clients may encounter requiring these services include:

  • Program Management: Few delivered on time, on budget, on scope, on quality. Sponsorship lacking, not insuring/governing/buying risk, still not agile PM
  • Planning to the beast and not the customer: There is a fear at operational level of making decisions that lead to a innovative approaches or straying from norm – risk adverse. And why not, what is the reward for doing things better?
  • Your Team is thinking about surviving, not thriving: Is your mission management model or system designed to manage sustained change and transition proactively and built into the culture? Or is it setup to run operations, and as issues come up, react distinctly to each issue. You may have organizing units by a product or service, but are your metrics setup about growing, increasing relevancy?
  • Enterprise Planning flavor of the day: Due to either past failures, or perception that new approaches are repackaged ways tried before kills internal buy-in towards integrated or collaborative techniques. Enterprise architecture, team functional/segment analysis, or agile project management may have been “tried” before, but instead of evaluating failure as tried to take on too much scope, other factors not resolved above, or simply, was over-engineered, are usually not labelled as the cause. The baby gets thrown out with the bath water or enterprise planning gets tossed aside due to lack of leadership, mistrust or burn-out.
  • Shopping hungry (aka Funding Mismatch): You have a great new change plan, great new architecture, but its unfunded both short and long-term. How do you work within your budget which is a constraining variable in all work formulas precluding optimization across elements. These may be synthesized or aggregated – mixed and matched as you see fit. Some programs may actually be funded right, but key functions of program budget are misaligned limiting what can be accomplished as a whole.

Many of these issues need to be addressed before engaging in a change management initiative, and many may be noted as part of the new change plan. But a concept, or set of recommendations is just that. There needs to be a way to continue buying back the risk of implementing the changes in an integrated, efficient, and effective pattern.

Our management services focus on introducing the right performance management or/and change management tools to help your initiatives achieve.

We use an Integrated Change Approach

The key to Xentity’s success at executing  business transformation, governance, and excellence in communication management has been in the knowledge of how to integrate and tie all domains of program engagements together to create a sum value greater than the individual parts. In 2006, Xentity published an approach on enterprise planning business intelligence and management for the Department of the Interior to improve the change management coordination between CIO investment and information management including CyberSecurity, Privacy, Capital Planning and Investment Control, Enterprise Architecture, Project Management Plans and coordinating OMB required PAR and other strategic performance reports. In commercial organizations, some of the rigor, policy, or other aspects may very, but the tenets remain the same.

To make changes among these previously disparate and uncoordinated efforts, an Integrated Change management approach was recommended. This includes an integrated oversight of the parts that need to be connected, understood, and communicated prior to significant investment, supported by excellent  communication and project management skills to facilitate the changes.

This is crucial to the executing of enterprise information management, program management offices (PMOs),and data lifecycle management concepts with multiple driving force directions pulling on it (i.e. policy change, regulations and compliance, mission direction including strategic plans and transformation blueprints, and change budget pressures). These approaches help ensure Enterprise Architecture plays a key role in being a coordination component to organizing strategic principles, product and service roadmaps, transformational blueprint recommendations, and resulting plans such as product, capital, integrated strategic, and even future business cases, yet at same time, is just one of many key change leadership and management components. 

Why we exist?

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Business flux has not been so fluid – for good and bad – since the Industrial Revolution or the Great Depression – this is especially true in science, engineering, and information technology. So, we sought to plan, design, discover for and with executives seeking to take on business as usual in these fields.

Our blended services take on cultural, business and technology transformation in an integrated fashion.  We seek to design transformation – for the next generation.

Our Niche is change

We are a niche consultancy – boutique firm if you will. We seek out and take on projects that typically align with our concepts. This is an advantage for the clients as we can bring truly unique subject knowhow and innovation in these areas creating actionable plans and designs.

Generations

In a world that is changing more than ever in history, we analyze the cultural of organizations with you to help truly enable our collaboratively developed plans to be executed. We cooperatively look and design for fundamental core changes in your business, with a solid background in leveraging new advances in technology and management models.

Transformation

All services, work, concepts, studies are thematic on designing executive-level change. Our approaches are published, open, and glue together industry-standard change processes. For example, the U.S. President’s Office of Management and Budget and U.S. Department of Interior’s Methdologies are both directly infused with Xentity approaches.

Xentity can help your company with executive level change to transform for the long-run with a combination of short-term operational improvements and longer term tactical and strategic direction changes. This puts the executive at large organizations back in a model that can manage the change.

Science and Engineering

Like in the premise of science and engineering research, all Xentity research outputs are open. Client-Privacy is maintained, but many assets developed during Gov’t efforts become citizen-property. With open-assets, Xentity certifies, trains and partners and clients on these methods, tools, and concepts.

Earth Change

Our Consulting focuses on business areas that positively impact earth change. As a consulting organization, we choose to support organizations that have a similar goals – whether that be sustainability, responsibility, and quality of life. Xentity is committed to bringing on top talent that has unique science, engineering, or research background to add to their strong consulting skills.

Founded in 2001, incorporated in 2004, 8(a) status in 2010, Xentity has guided clients beyond surviving the dot-bomb, but rebrand and reposition, avoid costs and improve efficiencies all to increase their relevance. Xentity role in helping clients create this true value has been in enterprise design, planning, communications and execution support. 

Architecture Method Overview

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In 2004, Xentity supported the Department of the Interior CIO office (OCIO and all bureaus in implementing a DOI standard Methodology for Business Transformation (MBT) and governance.

 This approach built on using appropriately collaborative facilitated approach and balanced level of analysis to discovering such business improvement (i.e. process, data, application, technologies, resources, budget) to meet the mission needs. Through all these Xentity has supported IT and Business Resource Objectives addressing avoiding problems such as Paving Cow Paths, Resistance to Change Planning, RedundantBuyingProgram Management, Poor Modernization Blueprints, Islands ofAutomation, Poor Cyber Security and several other anti-pattern core architecture concepts

The method results in a sequenced set of strategic improvement opportunity set of recommendations that can be fed into a facilitated Enterprise Architecture management construct (i.e. Program Management Office, Governance, supporting service). Meaning, we do tend to prescribe to enter in Segment Architecture level first:

Source: OMB (FINAL_FEA_Practice_Guidance_2006121406.pdf)

Though enterprise architecture often provides and defines a set of high-level decisions that will strongly influence the integrity and structure of the system, but is not itself the structure of the program or the system which is what the business is in need of.

And solution architecture is where the system structures are created, taking into account system priorities and constraints, and ensuring that the system will achieve the system objectives and architectural requirements. This work is informed and constrained by the decisions made in the Enterprise architecture typically for technology, but the business will need to define its own compromise of scope, timing, qualities, etc, based on its budget allocations it negotiated with the enterprise.
While it is true, the segment analysis will struggle to not simply reinvent itself into another silo without enterprise architecture Guidelines and Policies to help maintain workforce strategies and system integrity guiding or constraining lower-level system design and workforce tactics.This is why a method for approaching segment architecture definition, with re-usable patterns connected to the program and enterprise line of sight is so important. Otherwise, without engaging at the segment, typically, the program will be in the hands of the IT cost or service center, which may not, and many times does not, have purview into the overall program nor enterprise domain, thus workforce, I/T Specialists and Software Programmers, tend to develop their own subset of technology code, lack refactoring guidance, and we are back into lacking the Architecture Concepts and into those anti-patterns again.

Developing a Clear Line of Sight

The Method development – which can be reviewed in the blog on “Developing a Transformation Approach” had its basis in developed a clear line of sight between needs from the business and analyzing the programs goals, its portfolio of products and services, process effectivity and efficienices, and supporting workforce and systems, with an understanding of the capaital and operational investment for that total cost of ownership view. 

The program or segment view would be compared against other enterprise or common resources, patterns, and capabilities for improvements. These findings, based on where strategically the core team would seek opportunities to improve, would be analyzed for alternatives ways to address, progress, or resolve issues and provide a key set of sequenced recommendations aligned with the organizations capability to absorb the change and the organizations longevity factors for not addressing the change.

In summary, some key tactics leveraged are:

  • Help the design be vet into client process, acquisition language and principles
  • Assure a reasonable investment plan by aligning with executive directives
  • Use the core principle best practice analysis built into design for implementers
  • Collaborative based designs improve likelihood of implementation success
  • Communications is primarily strategic outside of the core team to gauge interest and reaction i.e. Knowledge Management, Chess, Sun-Tzu, Movie Production

Where is the method today?

The core principles, and a large portion of the analysis methods and tools has since been used as the core of the OMB’s Federal Segment Architecture Methodology (FSAM). As well, Xentity has been tapped by the OMB Chief Architect to support in further revisions of FSAM given Xentity’s handsHon practitioner and thought leadership in the transformation space.

This method, which has been used to support over twenty blueprints at DOI and Bureaus, is now a federal standard for approach coordinated efforts for EA-driven change. As a specific example, Xentity has provided such support since 2007 to the USGS National Geospatial Program (NGP) in coordination with the USGS Science Strategy and NGP Strategic Plan development. Xentity’s experience with USGS NGP gives a proven understanding of what it will take to support the USGS objective of implementing DOI Geospatial Modernization Blueprint recommendations for standardization and optimization of geospatial data and services. Xentity supported the collaboratively created and completion of four transformative and modernization blueprints in response, and is strongest positioned to support the shift towards executing, monitoring, and supporting the implementation of those blueprint recommendations.

Using these tools, Xentity has supported DOI and USGS since 2003 in Enterprise Architecture. In such, in 2004, Xentity supported DOI in its first blueprints. In 2007 thru 2009, Xentity supported USGS achieve tactical modernization in its delivery services and planning functions. In 2009 through 2011, Xentity supported the creation of 4 modernization and transformation blueprints within USGS National Geospatial Program.