Courtesy of Mars, Inc's Lee Bogner below is a transcript of his speaking session on 'Learn how Enterprise Architecture’s Leadership delivers Value-Based Strategic Innovation' to Build a Thriving Enterprise that took place at Enterprise Architecture Live.
Learn how Enterprise Architecture’s Leadership delivers Value-Based Strategic Innovation
Thought-leader Mr. Lee Bogner, expands his recognized guidance focusing on the value-based leadership enterprise architects bring to digital innovation strategy. He reveals approaches, and success factors – which help organizations lead in today’s business world! Mr. Bogner shares learning highlights, exemplifying how future-thinking Enterprise Architects are enabling sound as well as trail-blazing consumer digital and physical (“phygital”) experiences.
As Enterprise Architects balance the traditional domain IT governance, and simultaneously embrace the dynamically changing worlds, and ecosystems of digital innovation - new skills, missions, and methods – will advance enterprise objectives to drive mature, while driving emerging markets growth. In today’s session, Mars Digital Venture Innovations Strategist, and Hofstra University thought-leader – Mr. Lee Bogner – shares inventive approaches which digital and traditional businesses may use to propel innovation benefitting the entire ecosystem of consumers, customers, and business and technology partners!
During his session, Lee will share KEY TAKEAWAYS including:
Learn where Enterprise Architects as futurists, are:
Important points of this on what the resident resonate with you. Leave Wagner Who's about to join us. I told them join me about halfway through your introduction.
He's an e-commerce executive, and has been 1 since 19 96, which means, since the e-commerce existed, if you remember that, he's a Mars, Global, entered the EMR, Global enterprise Architect for e-commerce, Digital Innovations. So what does he do? What does it do? Well, we advise global emerging market businesses, which, of course, Mars is a very big company on D to C, direct to consumer, B2B, business to business, and hybrid online marketplace, e-commerce strategies, and operations. That means how you sell stuff and do stuff online.
And if you've been doing this since 96, Lii, obviously has a good handle on how to do that.
On top of that, there are five, the hybrid if this is this is my favorite. The hybrid B, D two, D, two, C, e-commerce, Social, Video, and Community, e-commerce analytics.
So, big basket of skills, but the one last thing I want to say is not only is lay out there doing that for his business and and other other people, he's helping in the world that are in his orbit. He's also been a professor at Hofstra University, ..., School of Business, Teaching Business Strategy, and Masters in the Master's degree program. And any of you have never gone to graduate school, know the people you want to learn from. Or the people who actually are doing it.
So, with no further ado, LIBOR dinner, I turn it over to you, I disappear, and I will see you back nuland, Q and A And, by the way, it works for one of my favorite companies, and you've all bought some of his products, breast crash before I start, how do I minimize?
My picture is all over the screen. I need to see my slides. Sorry about that.
I was just muted.
You probably just have a screen. You're just trying to show, OK, good. Can everybody see me now?
Yeah. I can see if you're good. Right?
What's that ball cap back there behind your back? What does Yeah.
Before I get started, just to show you, I know, then, most of you in the world have a favorite candy. And one of mine is Eminem's.
And you can see at the bottom on my screen, the various candy's on the lower right, the ice creams, the gums, the Snickers, the Mars bars, in Europe.
And other places.
We're a company, you've got global, as Chris mentioned, in over 80 countries, but something that you might not realize is that we're the world's largest pet care and pet food company.
Arar products include on the Lower left, Pedigree, and Royal Canadian prescription based.
We also, ARR are very big in veterinary house or service company.
We have over 5000 hospital clinics through various chains, and we keep adding to that part of our business.
Um, thank you, Chris, Jose and Brian for inviting me.
I think this is my third ProQuest events speaking at, and I totally love it, and, as Chris mentioned, um, feel free to engage with me.
You see 'em on LinkedIn, Happy to talk afterward.
Peer networking is a big part of, you know, what we do here at Mars.
Also, in my, my university work, so today I want to focus on the importance of enterprise architecture.
A couple of other things in my word: Salad of a bio I've been with like Chris, I've I've been with Accenture also J and J So that goes back the last 10, 12 years.
Primarily as a strategic enterprise, Shark Tank.
I'd like to focus on that today, especially haan, Innovation and the importance of Enterprise architecture, within global organizations, and across, multiple business segments, to help with innovation and be thought leaders.
And really, today, we're going to, I'm going to focus on, how Enterprise Architect sure helps create Value, in this area of digital innovation.
So, allow me to kind of get started with that.
Driving Strategy Buy, really helping the Enterprise architect itself for change.
Enterprise Architecture on the top left, No.
In some businesses, I spoke recently on this topic.
And some top Fortune 500 companies, don't even have an enterprise architecture function, others are in various stages of legacy maturity.
And then moving up the curve to mid-level and Optimization, and as you can imagine, if you look at a CMMI Capabilities, Maturity matrix, most companies are in the Level three to Level five at the top at the top. And I'd say, we're very proud that we're probably at 3.5 or 4.
Um, so within the organizations that either have or and the ones that don't, um, definitions may vary, so let's just start with that.
What is our enterprise architecture really about on the top left?
Smart EA organization models the entire organization, to help it make informs strategic decisions.
And these are around things such as digital transformation and innovation.
We go deep into the tech but it's also about new business models.
Digital business, new operations models, people and process and new technologies that can be prudently and pragmatically brought into a company.
On the lower left we've got mostly used well.
We help to steer decision making at the leadership level within the various businesses.
We have our candy business. We have our business. We have our human food business. We have our Life Sciences business.
So we're myself, in particular, work across all of those areas.
And we help them understand what are the future state architectures, not only solutions, but operating and deployment models that businesses need to be thinking about to meet their objectives.
So, up on the top right, we deliver value by presenting, and it's very important to the business and the IT leaders within our various businesses.
Again, I talked about us pain, global, and cross business, and we help them with pertinent recommendations for strategies, policies, policies, and solutions.
How does this help them?
Well, it helps them to capitalize on these recommendations, to meet, that drive, their own business goals, and objectives, and strategies, and the measurement of those.
Because at the end of the day, they need to drive revenue in their businesses, and we're here to help them.
So what is our scope on the bottom line?
It's not just technology, as I mentioned, but it's about people and organizing your organization to build out architectures and drive them to optimize your business.
It's about workflows and processes in digital business areas.
It's about better use of information, and leveraging that across your various silos of business, and then, and even broader across your business segments, which in our business are distinct, but we're doing more and more.
Thanks to EA, sharing data, and sharing methodology, and, and people and process and solutions and even commercial agreements.
And the like across our, our various businesses, which is totally new to our organization.
And the other aspect of it is the external environment, How many of you work within broad ecosystems, not just within the global enterprise of a huge company like Mars with 130,000 people in 80 countries and four main business segments.
But how do we work within our markets and regions and work within the domains of competitors, business partners, and even within the markets and countries, That's a big component.
So how do we start?
We start effectively with a foundation.
We put together this foundation, even though we had a little bit of enterprise architecture about five years ago, We started 4 or 5 years ago and putting together a mission statement and a direction that enabled us to not only get our arms around what the various businesses were doing but also begin to rationalize by simplifying on the left.
Next, transforming our businesses, they're moving them fast.
And then at the bottom left, seizing value through innovation.
I'll go through these kinda quickly but in general when you start with simplification, we're identifying them reducing risk and reducing complexity.
Many of you, I'm sure, in your organizations, have hundreds if not thousands of applications and technical debt that are part of your organization. And that's one of the first areas we attacked.
So in order to reduce that debt, and region, and rationalize legitimacy at a point in time, let's say, 4 or 5 years ago, we really need all this legacy that built up over the last 10, 20, 30 years.
So as we did that, we also streamline and put a focus on digital first, digital transformation and innovation.
And we were able to recoup either dead resources or recoup funding that was getting wasted and then began to drive that into our transformation and innovation efforts and up on the right two columns: you see up at the top: these are various ways that we collect report on.
We show the dynamics of or rationalization efforts up on the top middle or our transformation projects up on the top right.
This helps us drive not only to the Office of the President put down true the the president and the CIO levels of our various business segments.
So, that simplify, transform, is another component.
So, here's where we won to be able to standardize things to some degree, but also except innovation, have the ability to understand our capabilities that are needed with products and platforms, aligned to architectural standards.
So architectural standards will be part of what we do and what we publish and what we promote.
This allows us to drive, not only technology strategy, but operating model and business strategy at speed and quality through standardization.
Now, that's not to say we're rigid.
That's not to say it's this or nothing.
We are we are open minded and I'll go into how we help make that happen.
And in the middle, again, these are things that we do.
We look at enterprise architecture.
We review projects coming in.
Do they meet our transformation agenda, and if they don't, can we tolerate them for a period of time?
Or, do we have to turn, help turn those projects in?
two, other projects that are underway, or initiate new projects, and programs that better suit what they're trying to do?
And again, the Enterprise Architect thought leadership helps in all of these areas, and I'll, I'll talk about how we do that.
And then at the bottom, you know, which is near and dear to me, because on the Digital Innovation Strategist, we seize value.
We look to the outside to trends, We look to what's happening in local markets, what's happening in emerging markets, as well as larger markets where we've been involved for awhile. But what are the innovations? What have we been learning in those areas?
And how can we take that?
Not only for innovation and disruption, but I would add, we can also create new businesses and new business models.
So, there's a lot of that going on too.
Then, how do we take these, ah, leverage, these capabilities and, and, and partnerships in the life? And I'll go into a few examples, they're very exciting.
So, how do we do things here?
We start with a foundation to enable this simplified transform and innovate mantra.
And we have these four pillars on the left.
We look at what the business segments are doing and understand their portfolio.
We spend time understanding their strategy and help them enable that into a digital first business strategy.
We look at their current state future state and look at what can be salvaged or what needs to be moving forward.
And then we pull it together with a variety of transformation roadmaps set with priorities.
The innovation components may start out as test and learns, in most cases they do.
And in a classic test and learn, do they succeed.
If they succeed, we'd make a judgement now moving forward.
If they don't, we either fix them or scuttle them, then already attend, is to take those innovations and scale them up.
So that's Pallor one, pillar to impel pillar for a really hard core, traditional enterprise architecture. So its governance, its architecture review, its core technologies, its legacy systems rationalization, which I talked about in pillar for and all of those risks projects and legacy projects.
Pillar two we we take a very deep look of every project that comes in.
And when I say deep, some of them, we've gotten to the point in the last year, or last year and a half, where we can do these really quickly. Because, the businesses are used to going through these reviews.
But new programs and projects, especially the very costly ones, are now highly transformative.
We'll spend much more time, uh, assessing, and evaluating, and mapping them.
And we do that, again, across, not only with technologies and how they map with strategic alignment, but people and process.
And I've listed here the various enterprise architecture domains. I'll go into that on the next slide.
So, I left for the last pillar, number three, which is new technologies. You can't survive in today's world.
You can't bury your head in the sand without moving forward on new technologies but how do you do that and rationalize them for going forward and doing a pragmatically, prudently cost effectively It's gonna talk about that too, and even patients.
So what do we look like and how do we do this?
Out of 135,000 employees? This is really done by these top 15 guys.
Here, this is our senior team, 20 plus years experience.
Um, we're in these domains over on the left, but we're really forward thinking.
April, and, and frankly, the way I look at it is: These are CIOs who are waiting.
These are guys who, again, have 20, 45 years' experience.
They like me, four of us work across digital businesses across all all the areas.
So we have the business segment, architects, and the digital innovator architects.
Next we have the security application, and integration architects, our technology, which is our cloud, architects, and our data integration, and information architects.
So, we have specialties in these areas.
The top two on the left are our broader, and more end to end holistic, which is where myself, and three others reside, and work very closely with our chief architect and VP ...
Ah And then we have these domain architects.
So, how do we approach this?
We look at the way our businesses have been running in the past, and I'm sure most of you can relate to these, a traditional approach.
It is a variety of, let's say, disconnected, desperate, spaghetti oriented, uh, uh, system solutions, Business models that evolved over time.
So, a smart, modern approach. That digital art, digital architecture team, and I'm sure your as well, too.
It's a digital first approach.
How can we maximize scale and efficiency with the burden across consumer experiences, customer experiences, to various infrastructures, hosting on site, on prem, or remotely with, with partners, on their on prem?
Where was our data, and how can we do?
oh, effective analytics.
If our data is still with our agencies or, or, or with, uh, with the other regions or rather other areas that are siloed then the application usage, one example is, can we, local level, use small, digital, ah, AARP's to ratchet up the business, deploy it quickly for a new business model? And then, over time, connect that back to our core sap systems. So, again, it's all about moving fast.
How do we do this by maximizing speed, agility, and innovation?
We've looked at a variety of approaches, and you've heard of some of these capabilities to help with the experience, So, that's the ability to front end all of your systems and platforms, that eventually are consumer facing, and allow them to be.
Ah, so, part of, uh, much more rich, modern consumer experiences, are much more rich.
Device support, ah, as well as being able to allow consumers to pick and choose the types of interfaces that they want at any point in time.
So, it could be mobile, it could be social, It could be talking to a chatbot just to get information on their order various ways to do that.
And if you look deeply at your ordering system, or your D to C direct, to consumer e-commerce, or even your B2B e-commerce, many of these platforms today are burdened by old legacy.
Let's say, content management front ends, or limited device support, by working with your vendors.
You can move to their latest movement, Schwartz Had no, so that's a big one. I'll touch on a couple others, but then move on.
The cloud native.
We've gone through a transition the last few years, where the majority of our work is done in the cloud today.
We're in the big three cloud organizations, as you can imagine, Um, we're heavy on Microsoft, because we've been working with them for many years.
That allows us to implement secure sassed environments either on our own clouds or with Arthur already, Cloud.
And what I mean by that, especially on the third party clouds, a lot of vendors will offer you solutions that can handle, let's say, subscription management or loyalty, or, or recommendation engines.
If it, a lot of those are built on, where we've already done the due diligence around the cloud platforms.
So, our time to market in terms of vetting them for data security, PII, and regulatory.
Like PCI, or, uh, we can do that much more quickly in third party Cloud environments.
So, I'll move on from that, happy to answer questions on, on any of these.
So, again, foundations, I've talked about it, people's skills, process, and platforms, or digital foundations.
I began to touch on that, followed by continuous improvement Sprint's, these are the agile, iterative approaches We do to enable digital capabilities.
We have our transformations, so with having these foundations on the bottom allows us to accelerate.
So then, we have transformation sprints.
And then at the top, where we've been, for the past year and a half, two years, I've been leading quite a number of efforts, close to 100 across the globe for, for digital ventures. And I'll go into that in a little bit more.
So, again, some of the areas on the digital.
First digital platforms, Digital Foundation's thinking, ah, so if you look at it from a cultural change, as well as a, a operational change and cross business change, has to be thinking, your digital platforms are engaged, allowing consumers and customers.
We differentiate between the two, because, as we work with our customers, the wal marts, the Tesco's codd's of the world, the marketplaces of the world, the Flipkart, the alibaba's the the Amazons.
We have to have intelligent experiences and engaged experiences with our consumers, which are our joint customers, to be honest. And then on the B2B side, of course, we apply the same logic.
one on exciting examples is our NLP project, which I I lead for voice bots, for B2B ordering during, during the 5 0 PM to 9 0 AM off hours, uh, from, from the customer service network. We're taking B2B orders via phone lines.
A couple other things for me.
I'd mentioned cloud first on data lake.
Another foundation that allows us to have advanced analytics that can work within the various product lines, brands within a business then even share some of the findings of activities across candy pet, um, food and the like.
So this is again the mindset, the cultural thinking and cultural change.
I think, if not, I joined Mars in 20 16.
Um, I came in to help enable and move towards this digital culture, especially in the area of e-commerce.
Um, no many CPGs and probably many people in the audience struggle with getting us know.
Beyond thinking about mm, do 90% of my business at Wal-Mart I don't wanna mess that up.
The end of the day, especially with coven, the floodgates Open.
Thus, data C and helping our customers, especially in emerging markets, is a primary area. And that's where we got into that, B to D to C, and that's a very complex way to approach it.
It's working very well in emerging markets.
OK, so next we look at the technology trends, as they come in.
I'm sure there's lots of different aspects and these are some of the ones that we look at very closely.
Consumer privacy on the data side.
Automation in our factories, um, where are we going to go? With you utilizing blockchains and and do they finally make sense after 5, 6, 7 years?
Personally, I believe, their trust mechanisms are really coming of age.
But, then, we have to balance that against things like business is ready for crypto or entities, and the metaverse.
Not necessarily. So, we have to balance these, but we also have to have a story around it. As thought leaders, we can't just say, No. We're not ready. We have to have logic behind that.
Again, experimentation might be tolerated.
But then again, some of these are must haves.
And you, as a company, leverage your Enterprise Architecture teams to help you through this, for us.
Let's say, next, OK?
Already covered this, simplify, transform, and innovate, but, I wanted to go a little deeper on this.
On the top right, We have our growth paradigm.
It's based on a variety of components that we apply, really, to more and more projects that started low in the past 2, 3 years.
I'm moving higher and higher.
So, we find and discover, most of our projects through various means, workshop's, hack a thons and the like using design thinking, um.
We've we've trained so many of our enterprise architects as well as our user centricity team and our business teams and product platform teams in the art of design thinking and user centricity.
Putting the user at the Center.
Having workshops with the pertinent stakeholders will capture some of the stakeholders a little later on.
And then, we also always look to solve, with data, AI and next generation, thinking around, how can we leverage data?
Uh, if this is a new data project, or has data available that we can utilize, either internally or externally.
And then automation, can we automate our thinking as well as can we automate our processes?
So, we can then free out talent to work on the more human centric interactions as opposed to the automation aspects.
So with that, comes, standard approaches on the bottom, Define ideate prototype test, we own those, But really looking at and bringing, uh, beyond the ground, as well as up at the top of the organization, stakeholders, in, to help empathize with the consumers and with the customers, and really understand what the problems are, we're trying to solve.
And getting away from the problem that technology companies have, which I've experienced, probably over 50% of my career was on the technology side before coming into the CPG side.
Uh, the problem there is building products and tools and bright, shiny things.
Then, it's trying to find a problem to solve reverse that.
Start with a consumer. What are their pain points?
How does the enterprise architecture enable digital transformation and innovation?
We've talked about some of the tools on the left that maps how we govern the NCIs or new technologies and the risk management, but we also bring in outside thinking, um, histories, trends.
I myself spent early in my career six years with the CIO think-tank.
So, which is now owned by Gardner, it's the research board.
So, industries change, technology, trends, understanding what other CIOs and peers are doing.
We spent time doing that either to our specific network. And Chris alluded to that at the beginning. Connect with the people at this conference.
Connect with me, and other speakers, because that's where you find no activities and solutions.
two challenges, maybe in totally different sectors that you can apply.
And then, of course, in the center, bottom-up opportunities. Listening to your field, listening to the people working directly with the consumers.
So, for instance, emerging markets like south-east Asia, or Latin America, or media, are looking at things much differently, but much more mature markets and infrastructures, meaning outside infrastructures.
I'm talking the Cs. I'm talking transportation modes. I'm talking about legal understanding.
So that's way different in Silicon Valley, or New York, or London, or even Tokyo, Israel, et cetera, that on the ground in India or or south-east Asia, or Latin America.
So you gotta be thinking on, and you have to look.
What's the purpose of these innovations?
Is usually pragmatic, does it doesn't make sense. You might not know. So then you do, quick time to market, quick test and learns. You prove some of the concepts.
Not all of them will succeed, but some of them will.
And if you begin building what they're thinking, or at least have a roadmap of how you could scale it.
Or tell this story, We had a challenge in our pet India business.
Getting to consumers.
Where are we, as well as Wal-Mart, as well as, uh, large Amazon?
We're not allowed to sell direct to consumers.
Do-do, Foreign Direct Investment Protection is for online businesses. That's known as FDI.
Protection is and it's also an area of speciality that I've had over the last 10 years.
Um, so it's interesting to me to explain to our India counterparts that they couldn't just come in and start selling directly to consumers. How did we get around that?
Well, we worked out a plan, or we worked out business, where we imported into the country and then partner within country ventures who are then sold our products, that? Consumers, Why was this important? Well, we needed to get to the end consumers, because conflict was hitting us.
So then, the other aspect, which made me think of this, was, we then took that from one of our business segments, talking to during a hackathon with a totally different business of Mars that normally didn't talk to the other groups.
They were totally, this is exactly what we need, and they implemented it even faster than we did in the first business.
Just an example of how the scalability can be not only direct, but across your businesses.
So, how are we innovating in various businesses?
Here are some that also kind of came out of .... On the left, this is really B2B wear.
Our businesses typically go out, or field salespeople.
This happens and many of our, just about every, every region.
Um, you go in and you meet, what's your art with your retailer? You meet with them live face-to-face, and you help them place the order.
Of course, you tweak the order and you do all that kind of stuff. And these are long time relationships.
So, how could you do that during covert?
So, very quickly, we put together an initiative around secure ordering, through messaging apps, especially in mobile first markets.
And we were able to put this together in lightning time, so that the, the field sales reps from Mars were communicated directly.
With the buyers, active retailers, and processing the orders without a hitch and getting them into their stores or to their own preferred.
B to B, to C, to D to C, um, where the business is rotating Victorian country and then sell it directly to consume.
Next one in the middle, it is also super dear to my heart.
We we ran into a challenge with cov it.
Only kau it's it's it's March April.
How are we going to engage stricker Trading in the United States? What everybody's in Lockdown?
So our team, my boss and myself and one other we came up with the idea.
Halloween will not be canceled for Mars.
Digitizing the trick or treating experience. We use technologies such as gaming technologies, mapping technologies, which we brought in to.
That neighborhoods, you can have your own neighborhood, and then you could direct around your house as a haunted house, and then you could have avatars that work, uh, permissioned by your parents to pet the the child's parents to allow safe insecurity in a closed environment.
four, we use gaming platforms to allow this, this pleasant community experience, and then we connected with our retailers for either add home delivery, or go to the store with a QR code.
We built a, uh, a digital currency with candy points.
Um, and, and all of that came together, uh, time for October first, and we ran it for the month of October, very big in the US Press, it was all over the news.
And frankly, as we look back at it, it's an early version with avatars, and exchange and communications, and game playing, Ha, early metaverse, one guy, I don't know if you will, and then lastly on the right, we very quickly, within one month, March to April, uh, Takhar, our video conferencing platform that we had globally and move that out to our hospitals and clinics.
So pet parents that are 50 to 100 clinics worldwide were then able to connect veterinary telehealth visits during the pandemic, What the parent and the parent on the other side, diagnosis and all of that.
Very exciting stuff.
So, why don't we do? I'm going to kind of go quickly through this.
At the top, problem definitions, we kinda talked about that. What, why, Who, where, When, how?
And how we get through those and what are the art of the possible and the intent? How might we use?
And then looking at the features and partnerships that we need timelines and budgets and prioritization and then mapping them to goals. And then the platforms that help us.
So, the journey map of the innovation process, it is number one on the left.
Learning, framing, the problem ideating, then checking in then going through things like hack a thons, building an opportunities pipeline, and prioritizing during our exploration, and sense making during our digital planning.
We then take it into the Test and Learn phase, where we incubate, and 3 to 6 month iterations, where we create and learn, take another checkpoint, and then, those that make it, through the final week, Move to digital realization, where we begin to optimize measure, and, of course, scale, either, within that solution or to other markets.
How might we, this is another tool within user centricity.
You might have heard this from companies like IDEO that are experts in, and consulting around User Centricity and Design Thinking.
And we focused on not just the revenue being generated, but really looking at how do we attract customers and partners and get them to participate.
In these eco systems that we're building, the treat town was there's one good example, or the veterinary telehealth.
Then, how do we engage them?
Once we attract them, then how do we delight?
Our consumers and partners are going to keep them for repeat and then re-engage them.
So, very standard steps you're probably familiar with.
To summarize, we start on the top left with Innovation Planning, looking at the art of the possible hack a thons can be of any definition you decide. But they work really well and I love putting them together.
And, and, and putting together a head outcome, which is the innovation pipeline, and those sprints on innovation.
So, that's the left-hand side, on the right.
It's very important to communicate what you're doing in these areas, so at our business, so we could show other aspects, other other business organizations, other products, are there other brands to know what we're doing? Because we're such a large organization, and we touch So many of these areas, we do that. We are obviously promoted through to meetings and workshops up, on the top right. It's it's innovations on a slide. Go back to the past 12 months and then on the bottom, A summary and these are these are items that we put in periodic reports that we share globally and we have a monthly newsletter to do that.
Here's just a glimpse of about 50 projects that we've been doing globally that are really under the auspices of Digital ventures' Innovations.
You can see a little bit are grayed out because, you know, these are things that are underway. But this shows three of the hackathons that we started with on the lower.
On the left-hand side, we started off small.
Then, you can see as we go from left to right how we're expanding and scaling an accelerant.
So I talk a little bit about this.
This is one area I'm not going to go into deep today, but I've got other presentations on this topic that are very, very pertinent.
So it's supporting.
So understanding eco systems and eco system around innovation. Israel is operating your business.
So on the left, we talk about internal ecosystems and this is Joe State, a simplified view.
So obviously, you have your business community units on the top. And then you go clockwise Enterprise Architecture and are domains of our businesses as well as our technical functions. Like integration and data insecurity and all of that.
And then the ability to enable, buy your business operation and deploy it, and you're certain markets and the quotes, the technical solutions.
And, of course, you have to include as we go full circle, your commercial and legal and regulatory as you go through, But don't forget.
And B, these Be involved, that's why I have them in the broader rectangle, the external eco system, and a simplified view of that.
Your key partners have to be involved. Your new partners have to be involved.
And this includes vendors, uh, as well as partners that you've been working with for a longer time that might be part of your foundational aspects.
You also have to keep an eye on what the competitors are doing.
Then, first and foremost, what are the consumers and customers do.
So, that's so important, and they all have to be part of, uh, EA's view from the way I approach it, from end to end enterprise architecture.
So why don't we go a little deeper.
So on the expanded view, I didn't expand a lot, that could be expanded huge.
Also, but I pointed out a few things in red.
You have to be really cognizant of the eco system players in the markets that you're going into, because they're so different. I've touched on it a little bit.
You know, in New York, Silicon Valley, London.
Um, Tel Aviv are just a few of the huge hubs of eco system and innovation, uh, pumps that are out there.
And in many markets, they don't have access to or maturity to local financial help VCs that are helping with emerging market businesses. They might not even have as we go left from.
On the right-hand side to transportation, they might not have the ability to bring direct to consumer to the doorstep.
I'm not sure if you're aware, but over 50% of the world does not have a street address.
So, no, I've been looking at and beginning to engage companies like Oki, Hi, that are GPS based mapping systems that allow not only direct to consumer last mile delivery, but they also help with government services, such as ambulatory health services, food delivery, things like that. And those are important aspects, and they might not even be there.
So if you want to answer certain markets that will buy your products, you have to look at those aspects. And it might impact is the energy infrastructure. There's utility infrastructure.
There Is the regulation friendly Like I mentioned the FDI protectionism.
All of these are local legal.
All of these have to be in consideration.
So, in summary, uh, no, start small on the left, as, as Buckminster Fuller says, there's nothing in the caterpillar on the left that tells you it's going to be a butterfly on the right.
Really, if you look at what you want to accomplish, think big.
I think 100 X.
Thank you very much.
Wow, is that a whirlwind?
So, I gotta, I have to say, if you're gonna, you're gonna top off a three day conference with a big industry leading company that is taking all of this to another level.
You certainly gave us a great explanation of that.
I suspect some people on the phone will be thinking, well, I don't have the budget or the depths of a Mars, right?
And my God look at all these complex, innovative things that they're doing, which is great, because it's a new future.
What question that came to my mind? We are way over time, so let me let me just ask you one question.
As someone, let's say, someone is a long way from being able to do what you do.
At the right speed, what would you suggest is the number one or number two accelerators to get them heading your direction?
So I say there's there's a couple of takes, Chris, why do you have to get your senior leaders onboard?
Because we're at Mars, I know, before I got here, there were some false starts in this area, but once we got senior leadership who believed in digital first, uh, you have to state the case for it. And it's hard to do if you haven't done that before.
There are plenty of consulting firms, as you mentioned, where you and I have been a center is very good at that.
Now, you say, Well, wait a second. That's a lot of money just to do that. Well, you know what, get him the comment and give a short pitch, even squeezed down a little bit of some of your existing consulting firms to come in and pitch the value of enterprise architecture and no short one to our thing, and get them to do it pro bono.
That's what I would do.
We built this out, can a step wise approach Chris over the past three years, so what you're seeing here now, really took about 18 months to get fully wreathed.
Um, we also brought we recalibrate, the right people to bring it.
and and frankly, a lot of them that we brought in enterprise architects before. So it's kind of a fuzzy term in some respects.
But it's really if you come combine Yes, you have to have technology depth, but you're really need to focus on the end to end business value and how you put that together in a digital world.
I would take that over, know, a geek out of C plus plus, or Cyber encryption, who, unfortunately might not be able to pitch the value to the, to the highest level.
So, hopefully, that helps.
Creche, Happy to talk to any of you. I was going to say two things. one, the answer to your question, to your availability, to be able to talk through this with people that say, when I call you that is, I will send it saying, everybody that's a goldmine take advantage of that. Reach out to people.
You know, you will, they help you, you help them, and we all see each other in Orlando. Awesome! Thanks guys! All right, take care and thank you very much.
Thanks so much.
Wrap up a three day session. I want to thank everybody and let's make sure I'm not missing any balls here and I don't have anything else. That's about to happen.
No, that is a wrap up of a three day session.
Please go back, take advantage of anything that you need to topics that are important to you.
I'm sure you'll be guaranteed to learn something if you haven't seen them all.
I certainly am happy.
I thank you for paying attention to the times that I've actually been able to, to try to communicate some chat, some subjects, like that, such things. But I want to end the event the same way.
We started the event, and that is to say, ProQuest is, their whole mission in life is to bring us the tribe I'm not a pro course employee, in case you haven't figured that out. ProQuest's whole mission in life is to bring people together from the sub specialty areas.
The tribes out there making this stuff happen, get the sponsors, the users, the thought leaders, everybody in the room, bounce the ideas around and have great things happen.
So I want to thank one more time: software AG, RDOC value blue, lean I X, ..., International, and all of the individual, personal speakers who made this event: What it is to be there!
So I will see you out, I'll maybe see you in Pagosa Springs if you sell my lost last talk, if nothing else, I will see you out in the tribe making great things happen with enterprise architecture now.
Take care. Bye, Bye.
Global eCommerce Enterprise Architect and Innovations Strategist,
An e-commerce executive since 1996, Lee Bogner is Mars global enterprise architect for eCommerce and digital innovations. Lee advises global emerging market businesses on D2C, B2B and hybrid online marketplace e-commerce strategies and operations; hybrid B2D2C eCommerce; social, video and community e-commerce and analytics; as well as game-changing virtual consumer experiences - including the heralded Mars Treat-town Covid-ready Trick-or-Treating gaming app; and digital ventures innovations across India, SEA, EU, LATAM and N. America.
A frequent speaker, Lee has held global ecommerce leadership, consulting and innovation strategy executive roles at J&J, Accenture, Bed Bath & Beyond e-Retail, The Research Board think-tank, and successful-exit digital; social; analytics; media and e-commerce startups. He has his dual-degree Master of Business in Quantitative Analytics and Information Systems; and since 2012 is professor of e-commerce, information systems and analytics at Hofstra University’s Zarb School of Business – teaching digital business strategy in the master’s in business program.
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