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Courtesy of Walgreens' Oluyemi Odeyinka below is a transcript of his speaking session on 'What has changed in Enterprise Architecture post-pandemic era' to Build a Thriving Enterprise that took place at Enterprise Architecture Live.
What has changed in Enterprise Architecture in a post-pandemic era
I'd like to introduce all the Emmy ...
and my, we met before sometimes. Some people call it, James, but I like ... oda, Yankee OD, Inca, because it's a great author's name.
See you in Orlando, I'm expecting to talk about the book you're going to write with that fantastic name, OK, great.
It's the technical architect, and the cybersecurity at Walgreens.
Walgreens, for those of you who are international, is one of our drugstores, It's in every town, and have been at the center of the vortex of the kogod Dilemma, the covert Global pandemic, so, I'm going to turn off my camera, and leave this to you all. Yummie, please share your screen and I will see you back in 30 or 35 minutes.
Thank you so much, Grace!
Hello, Hello, everybody, I want to thank Pro case. I want to thank Chris for fantastic introduction. Again, create account, wait until November.
All right, guys, A: I want you to relax. We are just going to be talking about what's asked change in the architecture in the E eight enterprise architecture. Since pandemic you guys know, we all went through some stuff and that is the reason why we have to, I have to pick this topic.
Guys, my name is James ... is ..., but I go by Jim's in US, like Chris said, because it's easy for people to pronounce.
All right, So guys, it is my slide.
That is, that is actually enough. I wanted to move to the next slide, and it seems that I'm having some issue on that one.
Well, we can get that one worked out.
Oh, there you go.
That looks like it's only your cover slide. You probably need to get up get that other presentation open.
All right, so can you help me with that grace?
We're like, I got it, I got it working super: End of slideshow is to institutions. I think somebody has just recover, slide deck, you just, you just opened the deck that had the one orange slide. Oh, I see, the other one.
Yeah, sorry, guys.
Well, while you're doing that, I'm going to simply say to everybody, if you haven't been to the event in in November, and it's, it was the first time I'd gone down with the award January. It was a wonderful example of seeing people who have had incredibly successful projects, and who've given their heart and soul, to working on those projects.
It was just wonderful, Brought me back to, to the days of when I was in my twenties and thirties working on these projects.
It really was fantastic. So if you can make it to Orlando in the fall or early winter, I guess you'd call November.
We will see you there.
People can go to presentation mode. And that was my into my presentation.
Then go to if you can just go to Presentation mode.
James, you'd be in good shape.
That's a moat.
I think if you hit hit F five on your computer, Right? I'll see, you know, about half an hour.
Alright. Thank you so much Chris for your for your support that that is OK. Thank you. All right. So guys and we're so sorry for that hiccup Guys.
So, if you don't mind, I would like to go in and then starts to bring some of the things that we needed.
For a reason. I don't know what is going on here. It seems that my, it was, my slide was little bits here, Co-op again.
Crazy idea. I'm here.
So, just click back on, click back on one case, this is my slide, I don't know why he said is promising in an ouch. Yeah, 5. 5. Oh, let me, Let me see, let's make sure that I'm Yeah OK, we got, back to my mouth.
All right, guys, Thank you All right, guys! I'm gonna make it worth of your time. I know that we have hiccups that in. That's a good thing because, then, that will make the news and we want something to be in the news, right? All right guys. Enterprise Architecture is what we are speaking on and I'm gonna be talking about you know what happened you know post pandemic what happened to the enterprise architecture itself.
Guys, if you, if you don't know, if you don't have the full concept, there are three disciplines. There are three disciples, I call them Disciples just something to do, to evaluate what goes on in the world, today.
So, we have discipline We have set off what else.
And at the same time, we do have process these are the disciples that you will see in an enterprise architecture and guess what? It is not. That is when you look at it. Our architecture itself is not like you actually see it every, you know, like AOC. Disciple. Yeah. That's a process, yeah. That's it, of modus. Yeah. But what you'll see is reading the architecture. You'll probably see the see that signature in the in the in the architecture diagram itself.
If you're asking me wise, E, It needed it.
This is why it is needed.
Without it, the organization growth will be unpacked organization, the business growth depends on the enterprise architecture. I want you to know that. If you are not, if you don't organize your E a very away, which we are going to look at in a very few minutes about what happens. When you don't organize, what are the challenges that you will face? But this is a marriage of IT infrastructure.
application development, data management, which we equate to what we call business growth.
Hey guys I know that you know some of the businesses I've already roundup know some of them are no more valuable or normal here because of pandemic guys. It is because the all of the signature is actually in the E and they did not take proper alignment When do I write India? They will have seen that if something of pandemic apples which Chris just alluded to maybe another global pandemic is coming if you do not take care of your E N That will that my wipe you out of the business. I want you to know that.
So, the business growth, is the reason why it is important, and what makes the business growth happens is, is that, I just highlighted, as we go on, we're going to see, You know, when we've talked about the enterprise architecture.
So, what are the four leading enterprise architectures today?
Guys, I met Zach might not too long ago. I think it was late last year, himself.
So, guys, this retains this ideal laden today, the Enterprise framework.
We have sat, man, if you guys look at fifth and DoDAF, you always say that those are more of something recent, do adaptive strategies for Department of Defense. That is sometimes something resent is in 2000, 20 to 22 today. Talk after that we celebrate a tone deaf, as Zachman, the output celebrating. That's something that a lot of people use as of today, that if you've got something that a lot of people are drawn to, I study to a gaf. I use it on a daily basis Zachman, I have started doing a lot of Zachman as well because of the world that we live in. What is the world that we live? We live into what of the cloud.
That's you guys know Hey guys! This is how the ... looks like before pandemic.
I know that all of you that I hear, I know your knowledge about, you know, what is ...? No. No. That's old man. Pointing choice. I will try to make you know that is an Ode Avenue. Yes. There's nothing completely Neil today, as you know. Well, guess what. We had some things enjoyed to empathize with the plan with the effect of the pandemic will happen within the pandemic into E A is something that will be highlighted into your view as we move on to that.
Guys, Hey, this is another one.
I believe that before pandemic when you see people with no cover, particularly for the cashiers in the bank. What do you do?
Before you know it already press a button that will make not one when it comes in.
Hey guys. This is what we think will happen after pandemic will relate to what you guys are going to see next slide as we move on.
Hey guys. This is what you always see in the post pandemic.
Guys, if you are working for Fortune 500 or a global company today and you are telling me, that your global team does not know anything about zero Trust that you guys have no clue about IOT, You have no clue about artificial intelligence, I will tell you that, you are totally out of it.
zero trust, if we, if you allow me to talk about zero, trust, will be on and on, and on and on today.
Guys, zero Trust is part of the HUD and it will continue to live with E B. Cause destruction, The enterprise architecture of the employees of change. What has he changed? You will have what we call a mixture of? Poetry remote employees. We had that before too, but guess what? It That's why didn't the school will no doubt. Some tests can't be done remotely as Some things can be done. Why?
You are physical guys. The reason why off IOT edge issue, you know, actually, I like that because it's part of the, you know. You know, some of them fall in the data. Some of them fall in the application architecture, That is what you will see. Some of them fall into technology architecture. But the reason why we move them out is because we want to call attention to it because pandemic brought, those tend to limelight.
Guys, IOT today about we have about 60 billion IOT worldwide. They already asked us, if you don't know. And guess what guys? In the itself, yes, so mentioned that we missed up, as you see as we go along. I'll explain that. An artificial intelligence. Yeah, to stay.
It doesn't matter what anybody says. Is part of the E, A, and a lot of team are having problems adopting AI into the architecture, you know, the reason why they didn't prepare for it didn't prompt flight. They are living in the era that recall pre pandemic, that is the reason why that they are not ready for it.
Hey, guys. This is what it looks like today.
If you look at it, your mind goes that way on your left side of things.
And the new people comes in What I didn't know.
People were calling, You know, we have zero trust if you see all of those zero, the justice through a trust, zero trust for you is S zero truss for applications. zero Trust for infrastructure. That is the error that you are alluding to that you're gonna be getting injured.
Then we have artificial intelligence, the Atlas which some of the summit. I don't know about you. but the last time that I check that we add we report puts notification on the, on the monitoring, into the alarm monitoring into the it. Guess what? We find out that today's what, It is almost impossible for us to actually be able to do active monitoring or to a cyber ops without artificial intelligence. Hey, guys, I want you to know that these are the chance that you'll need to go back to your team. your name. if you are a CI, or if you're a CTO. If you're a CEO and you are listening, and if you're technical, you are listening. If you do not have space for what is on the left in your ear to the call out, I want you to go back and tell them, that, hey, we have to buy and didn't need to be making provisional for that.
Then we have.
Now, I have, the governance architecture. I intentionally brought the cloud governance architecture into the mix. Why did I bring cloud architecture into the miss?
It is because every Fortune 500 today has some kind of presence in, in the, in the cloud because of div and I'm talking about public cloud and because of that, it is so you know, wants people to see the teams that I work with it when adopting new technology, you know into the E So if you look at it you will see you will see our blueprint which is actually what you will be looking at. And you will see a bunch of policies, Which is part of what you will be same as ... a new city infrastructure, guys, everything that you've sent, I can actually come out. I'm praying and make it, you know, elaborate. To see different architecture that is within what you guys I've sent, you know, this is what you are saying. Well, guess what if I started to break it out and as you guys know in your in your different workplaces, you will find out that you have, you know, the, the, The report That's your money that you, that you actually protect our app. No update, because guess what?
Different application: if you walk into, What did I walk on, You'll probably have more than 3000 applications or 2000 applications. Guess what, All of this architecture obsoletes now, you can't tell me that you don't fall into that trap because, guess what is a technical depth that everybody, everybody have to pay, and that is what is going to be happening in the next few days. Hey.
If you add it in architecture to it, I'm talking about the people, that, they are not, really, really, an architect or enterprise architect in the walk.
you to be looking for what you are looking at, right now, The architecture, when I look at your architecture, And that is the reason why some people call me a profit.
So when I look at your architecture, I can see nice.
I can see Structural, I can see your CMMI level, I can see organizational culture. I can see organizational risk.
I can see your strategy, that is what's your E a will actually make.
So, if you are looking at the architecture today, you are not able to see any of these, yeah, more than what you have yet. But if you are looking at them, and you are not able to see all of this, I can tell you so much. I don't think you can see between the lines.
All of these tests would not be written in it.
But for the people, like yourself, that is listening today, you should be able to look at now the texture and see how noisy it is.
You should be able to look at it and see if that's if there's a structure around that organization.
You should be able to look at it and see the capacity capability maturity model, because when you look at the architecture, you will see if they are much or not.
Guess what, the organ or tissue trunk strokes are.
The cultural will actually speak all of distance, a signature that's used, you'll be able to reach when you are looking at exact, you know, I know, when somebody aren't you, the architecture diagram, it doesn't matter if it's only for application. It doesn't matter if it's for the business, it doesn't matter for the infrastructure.
I can see all of this in there, and I can see the organizational strategy in the end, the architectural. That is the reason why, if you go out, the deal will tell you that, you know, E A is actually a confidential data.
I know that you guys know, because that's what do you do. Public data. And you do confidential data. It will tell you what the strategy is, what those people are doing.
Guys, challenges in the enterprise architecture, two, enemas, one thing that I'm going to say right now, that, if you an E a, and you are not actually get to that level yet, I want you to start looking at it in a very deep manner.
What am I say, I'm saying that.
Since it's now a post pandemic, I want you, to go back into your center. You will find out, that you have a lot of architecture diagram.
That's up silage.
What do I see? What, what does he insinuate?
I went through that when I was actually going through the, you know, my own transformation, guess what?
You know, where every application is put out.
two, to do assessment before we actually do the migration.
Do you know what happened during that time?
Everything that is in that paper you'll find out that it's not there.
It tell you the sub I's here, These applications are listed here. This database is there.
If you have not run into that you are going to run into it.
When you actually had to discover it, you will find out those things that they said they were that.
There were some things that are being added to the infrastructure of the application that why not report it Guess what guys post pandemic era will give you a chance to go back. You know people you know people I got to see each other again. You're gonna go back and say, OK, hey, guys, we have a technical debt.
It doesn't make what you have data we're going to be solving for, is, is, particularly, you know, if you, because you are part of the, it, is updating our, Our enterprise architecture.
Guys, is too many. Don't go into the business side of things. Stay in your own lane. If you want to update the business side of things, get people involved. How many times, tell me, if you have from the business, how many times I've ditching your cost court yard? You're putting your in your, you know, during the pandemic. How many times?
Multiple times that if you ask people now, know what department do you belong to?
They will tell you, I don't even know.
If you go to organization, I sat on your platform and you said, Oh, I want to know who Chris reports do, you know what will happen?
You'll find out that Chris Reports or somebody that's ascribing left or the organization, is no longer with the company.
Those are the technical debt that you are going to inherit as on it.
So, I need to make sure that you understand those challenges, and you are preparing for those challenges, so that you know what to do on day one.
Yes, you have new people that's coming in.
You wouldn't need to pilot them, you'll need to mentor them to be able to help you. Yes.
You are going to hire people that you call them documented, that are going to between documents for you, place, your niche, You'll be.
If you leave them alone, or you'll walk away, you are going to you are going to be doing this again in the next six months.
And B, I'm telling you right now.
So, the first thing you want to do is what does change in our, in our architecture, then see how you can feed that in all of the technology that we mention is, is it, you know, is it does Yes, it's now.
Can you put them on daddy structure?
Those are the tests that you should be focusing on and that is updating, know, they exist in it. And that is what you have at this place. Yes?
Everybody: to have it!
You are part of the body, the F, E, and you are part of the E.
Tell me that when they are brought to do a data science team, those machine learning people in, tell me that your governance is stay up to date.
Tell me, I believe that none of you can actually say, say, yes, is that up to date As we speak, right now, if your data, if your data is still on the constructional, if your data is still under development, guess what's gonna happen?
You are going to be having a problem with the data science team.
They want to have access to every data, didn't want to touch the data, and they don't count data That, you know what kind of Regulation I induce data PCI, PCI, PH, I know, ..., GDPR, you know, that took off him, guys, This is it. This is governance time.
Go back to the dressing room, like, you know, like the saka people do, go back to the dressing room.
Career coach, ..., called everybody to the table and say, Hey, guys. What you bump Our governance? Governance is a continuous team.
If not, I do not know the reason why we will have senators still talking about the Constitution.
If not, I don't know, I will laugh constitutional lawyers.
Guys, governance is a continuous thing.
If the ice, if there is an ambitious sea level manager that thinks that governance should be done, you should forget about it.
Hey, this is the time you let him know that hey every time has its own parallel time because every town is perilous you know that you have to cater for that.
It was pandemic that we were talking about before. We were talking about a lack of trust. Guess what, we got a one hour hot, what's often? We do up sidebar. What follows.
Yeah. Yeah. Flight.
Guys, you need to go back and do the governor's sit. I spent time on each on the challenges, because that is what I do.
Foy, Living, I provide solutions to problems, I'm trying to get you into a position. So that's when you go back, you would easily identify what the problem is. I bet you guys, if you go back to your walk in place, tomorrow, if you do, if I love this thing that I'm saying, if it doesn't exist, that's missing.
So, what does it happen with foundational infrastructure, most of you will have moved past that, unless, if you are just migrating to the Cloud and I need to speak to those people, because some of you will be joining Inuits in any organization that is trying to have a process in the cloud. That is what we call foundational infrastructure Guys.
If your foundational infrastructure, if it is shaky, trust me, whatever you build on top of it, is gonna be shaken Oliver.
That is one thing that I want you to understand.
If your foundation is chicken, anything you put it on top of it will be shik.
Guys, that is the reason why, when you actually are doing that, I didn't have any body to help me with that. When I was when I was going through this, I did not have anybody to have made sure that if you are building the foundation. I want to just start with this, with this structure.
Started with him.
Stop talking to people and say, Hey, guys. Hey, we already have some of this, now we need to make sure that we get that for this.
And that way, you are building a strong foundation because the cyber is built for your resilience. That is one thing that I want to show you that you would need, and I have to go back to the challenges. So the foundation, after be defined, and you as an E N, no, please join them.
Please be around them. I know is very tiresome because of what you do. You have to explain Obama Anova, why some day should not be here, Why something should not be there? Yes, I have been through it.
Guys. This is your time that you need to make sure that your pilots, the team, to the place, where you think that, you know, hey, now we have your foundation.
Now, if there's something on top of what I have now, if anybody, even if it's just not do it, where it will be easier for me to move around, it will be easier for me to revamp. It will be easy for me to change.
But if you do not engage in the foundation, and maybe somebody **** you off and you stay away from them, Hey, guys, you will be fire firing, but the rest of your time, because the foundation is checking everything you build on top of it, you'll be all over.
Hey guys, protecting your foundation, our resources.
It is something that is very, very important. And I, I want to say this because of what's you guys will be going through when it comes to the security of every company.
Hey guys those people on that two raise to those people, they just came out of you know came out of a pandemic Like everybody else pay, cut them some Slack you guys got them some slides know they are doing a wonderful job for keeping your business safe with all of the value that's happened during the pandemic.
Now the pandemic is over now everybody will come now you'll be able to put faces to the people that you hired during the pandemic that somebody told. You know one of your security guy Hey Dad guy. We saw him check in this database I asked no reason to do that because he was hired on India pandemic, right? And they told him to the pandemic.
Now, it is your job now to say, Hey, guys, hey, this is what you would do moving forward. This is what you now do moving forward.
Guys, if you do not have a minute on a walk shop for it, to your organization.
When you get back to walk your CIO, who is your VP, or who your reports to tell them that you need to touch it, do it, monthly fast.
And just just call it a workshop.
Where you tell people, what's new things, that you guys, I've added into the architecture?
On how you want them to build. On top of that.
That is what you can do, that will give you a piece. If not, I don't know. If you're watching a place that I walk, that's you.
After you have more than 3000 applications that are designing somewhere, guess what? This is gonna be, it's gonna be hard for you.
You will be reviewing every layer of data.
Every new architecture, you'll be reviewing them, because you don't have data, because you don't have foundation, because you do not build protection into the architecture.
Guys, it challenges Israel.
It's Monday on what I listed here, based on what I said.
And it's going to be double as time moves on.
Hey, But if you have a strong foundation is going to be easy for you to do that.
They watch us change with the zero trust, which the IOT and edge did? I love. I love them, **** Broths challenges and to you.
But, you can use no, No, I also brought this one too.
No doubt about it. But, guess what? No, you can't use those frame walk.
So kid, what I do, I'm gonna give you an inch.
Yeah, IOT, enviroment should be separate.
Make sure there's a v-lan mixture as a segmentation. So, you know when something is relatively you're now walk daddy's IOT. Because guess what, wasn't, you know, that is segmented as, you know, the IP for your IOT. Don't allow dos network guys to all of you.
Because the guy is going to use this way to tell you that, Hey, you know, I don't have any more anymore. Just be there like, I know not OK for this. That is not your personal Italian unit. You'll be able to demarcate what is IOT within your environment. If you do not do that, you are risking what I call cyber attacks.
by the time they come into your environment, your is already too late because you don't know which one is which, you can tell which one is just, you can't tell which one is your application, where you can tell which one is AI?
You're all over.
That is what I call, no Foundation, and that is nice, that we're talking about nice.
It is all I saw, know, in the architecture I said IOT, and they pointed to me all the stars. And I'm like, Oh! No, No, no! That's a nice, I will get our own district.
Know, college, a day here, I know we don't have enough time to go through all of the amazing things that comes with, you know, the changes. There are so many I can spend a whole day going on and on and on and on on what the what changes us come out of the pandemic. If anybody ask question.
I think this is a time focused on a cruise, I don't know if you stay there, I am back, can you see me on the screen yes. I can see it, thank you.
I I asked you a question, all the yummy.
..., I ask you a question at the beginning of this session, and the question was, what should the title of your book be, right?
I have the answer.
Guys, this is Enterprise Architecture.
Yeah, your book.
Thanks, guys. I'm listening to this and you know that the overall message I took and there are many, many of the subcomponents that if you're running one of these teams.
But the overall message I took from this is kinda like it's over now, you gotta kinda re-organize all this stuff and get it, and take it seriously.
Your Message is a message that probably a year ago would have just made people crawling under the couch, because they were all running away from Covert.
Now, your messages, at least when I take it, am I right? Kind of like, OK, wake up, let's get in the game and fix all that stuff we found out didn't work so well.
Case you are your own points, of course as always, guess well case if you look at it, we have no real animal will remove the mask. So all of the people that we hired on a pandemic now we bring them to delayed. So everybody's going to see eye to eye when you come to office once a week or once a month without you'll come every day. I'm like, OK, guys. We have the foundation less less, wrap it up to you. I'm points because I like that.
Well, it's because every time you said, Guys, I thought you were talking to me.
Not going to be. Again, that's very important. So it must be very tactical just for the sake of anyone who's listening or watching the recording there, because they can go back through the rest of the whole presentation and they can talk about each one of your pieces.
If you were going to say to someone, leaders on one of these teams and they're going to show up to their team on Monday morning and say, there's a lot for us to focus on, and I've got this great presentation that I got from the ProQuest event.
Here are the three things I would like you all to think about.
For the next month, we're just going to make progress on these three things.
three things come to mind, and maybe it's not three, but for you, what three things, you know, the, OK, they've listened to you, they're locked in, they realize they've got to do some stuff. What are those three things?
So, so, Chris, this is, this is really awesome. Thank you for your question, Chris. Chris?
Technical, Dept: Technical Dept.
Face the enterprise architecture that people walk around with today.
They are obsolete.
This. They do not tell anything about what is running in their platform trees. I am not joking.
So, if you look at it, they have more technical depth. So, when they walk in, the first thing that the CIO or the CEO wants to say is guys, Hey, we're up to date with our E enterprise architecture.
And you will see, there will be an edge on the table.
Well, that person is ask, that's very interesting because the sessions we had this morning, we had two sessions earlier this morning or depending on what time zone you're in.
And one of those sessions was a fantastic tool blue dolphin.
Is that is the name of the tool.
And I and I, I thought during that presentation, how, how bad is the situation right now?
And he was too nice to say, the situation is a disaster and that's why we built this tool.
He didn't want to say that but is that kind of what you're saying is that people really don't know what they have Case. Honestly, I am so glad I was part of dolphin.
I'm so glad that you actually mention that it's a disaster pace.
Let's put something on top of that.
We are in disaster recovery mode. That is what we should talk about emitting. When you see I, you'll get to the minimum, which is C, as C level J is just say, hey, guys, I'm a bit of veiling, nil, nil walk workshop.
And when they asked me to say, we are in disaster recovery mode for it, yes, Chris, you are so right.
It is so disastrous on trees, It's very alarming that case, if you literally cannot make it to a walk, and you give your ear to a Tim Wendy, I've been issues case.
It's, it's all different.
It is not what is on this on site that people are looking at, when you, when you add them to technical architecture of an application, talk less of the infrastructure itself.
So, yes, this is a disaster. Well, guess what?
If there's a tool out there that somebody already built, which I know, blah, blah, guess what would it do? The technical debt goes? No. No.
Fortunately, I'm not, you know, I'm an op-ed by, definitely anybody.
Well, let me tell you this, I find out that when you talk to the team, they'll tell you that oh, we already have We already have 2 other 2 guys yeah. So that was working for you before a pandemic.
Now, people have seen what is going on, on the outside to help you.
This is not gonna solve all your problems, but it is this, if somebody at home, one million dollar, like, I do, somebody help you with $550,000, This is that money is not getting us, you know, getting, you know, getting out of the. adept.
That is the reason why. Yes, I do not know Blue Dolphin. Well, guess what. If they are out there, and they're trying to solve the problem, now we need to tell the ***** sea level guys and say, Hey, you didn't tell you invest in something, just a depth of yeoman.
That is, That is a genius to do. That is to watch a CIO of today. Miami's CI is one of them, that is what they were doing.
So, I found it really interesting listening to this because we had Diedrich Postma from from Value Blue and Blue Dolphin is their tool, which I had never seen before, I never seen the tool and he gave a very good presentation, and, This is kinda my wrap up for the day. Right, So, you and I can kind of wrap this session of the day, because, what you've said kind of ties this together.
So, Diederich gave this, in my opinion, very compelling overview of how you can understand what you have, before you turn it into magic, right? You know, you have to understand what you have, but everybody wants to turn it into magic, before they know what they're going out. So, this was a fantastic view of that. And then we had another presentation after that Dan have done for.
Omega came on, and Dan did an incredibly good description of the challenges of the people and the respect between the different functions, that if they don't respect and understand each other, that they're not going to be able to make the right decisions. And so if you tie that in with the usability tool and you came in and kind of kicked him in the *** and said, Hey, OK, now you've got those two things now.
I think you do it in the right spirit, right? You're very positive about doing it.
We're coming out of this, this, you know, pandemic nightmare.
And here's the opportunity to make some of these changes.
So, OK, so your first doubt, your first point, was that baseline, know what you have, But if, you know, if it's on fire, what's the next thing?
So now that you know what you have, what's the next thing?
So, guess what case? Not only me, you know, what happened in the last semester, you know, in the last few months, we are not going to go back to politics me, or you are not into politics. We use technology to solve problems, but this has galvanized case.
This, I don't know, if you ask any, today, how much one of these data science and machine learning team costs, they cost us stupendous money.
That's what I can call it.
So guess what, Govan, as assistant governance about it did solid, and we get tapping. innovation.
Guess what? It's not that cool. Yeah, So any particular industry. But it's fair to the people that have regulated data.
So this what is nice to the next thing is OK, now we know we have all of this problem now, can we ensure that we have a governance structure, which is, you know, I just want to touch on.
That's what actually, Apposed to be able to adopt all of this new technology. Guess what, case? I don't know how much more duffin cost.
They have this, this, you know, this rules or policy that says that it takes three months or six months to break new technology.
These are the tools that we have to help them Understand This is the one Let's address this Governance is it is kicking everybody, everybody's us. You know, pardon? My French is Kicking everybody. I gotta be honest, Rachel. Now Now That you're Putting on ..., make sure you have the governance. That will back it up.
Dot gov and ask will actually make people Be able to innovate within your organization. Stop. Get out of the old the old way of thinking, you know, that's your app. You are no longer in your local environment you I will call hijack environment when you're in that environment. It's what does it do if anybody tunnel measured? Yeah.
You know, fullness, yeah.
It's funny, I just say. If I am no cost pandemic, I am doing two application, every system much Guess. What? trees now? You should be able.
So, do six because you are now in Well, guess what?
The governance is TO DO ward is shocking, shocking people, And that's what I will tackle next.
Guess what, this is part of it.
They go along in a very, very cordial relationship.
Feels like it feels a lot like.
We we just didn't know.
We didn't have to deal with the problems before the big pandemic, right?
And we knew the problems were there, but no, you got 50 other things to worry about and, you know, your governance is a little sloppy. And the rules are not exactly clear and there's a bunch of political infighting, but it's not killing everything.
And then along comes the no pandemic and you puts a huge hole in the boat, right?
I think of this really old movie, the Poseidon Adventure, where everybody is sailing on this big steamship across the ocean and everything's fine and the band is playing until the ship turns over right now doesn't everyone suddenly goes, whoa! I should have learned how to swim Atlantic.
All right. Well, look, that was absolutely fantastic. I am, I am still going with All the ME, I know James is what everyone calls you but I'm going with OEI.
Because I'm waiting for the book Title, Guys, it's the Enterprise Architecture.
That is the title.
I want to James. Thank you very much for joining us today. Oh, yeah, I mean, we will see you. Hopefully, you're gonna be in the next couple of days. We're gonna wrap this session up for the day.
I think I kinda did a wrap up of what we covered, and we can look forward to tomorrow. So let me do that. James, you can, you can punch off and it will just turn into this big thing with my face on this. Great. Thank you so much great, thank you Nothing else. I'll see you in Orlando. Alright, awesome.
OK everybody, we've got a couple of minutes I'm going to wrap up just and talk a little bit about what we have to look forward to for day two.
So day two we're going to have software AG is going to kick off with the session. Keep your eye on the prize use enterprise architecture to focus IT investment on business innovation.
You know, you hear this all the time, you can compete, or you can innovate. And I think that presentation. Tomorrow, from Conrad, Lang Hummer will be very interesting. How do you use enterprise architecture to do business innovation?
And when I talked about intelligent automation and noble automation, that's a big piece of what it's all about, right?
So this stuff you start to see all this stuff is interlinked.
It's interlinked in the sense that we all need to move forward, come up with new ideas.
The only way to do that is with a steady enough platform to stand on, but it's flexible to move forward. And then you can start adapting or adopting all kinds of new tools.
So that'll be our morning session from Eastern Time 9 to 9 45.
Then, Jason from I will be here and hit his topic is called the JSON ....
Hope and Jason, hopefully, tomorrow, he's the Chief of Enterprise Architecture. I said your name wrong, Jason.
I don't think I did, but just in case phenomena, that's trends driving the future of VA. So now we've talked about, Let's shake it out, a coven. NetSuite. James just took us through.
And now, let's say, what are the trends? The future trends driving the future of VA?
There were several questions about, how do you implement machine learning and artificial intelligence, and the rest of intelligent automation? on top of an enterprise architecture? What are some of the smarter and better decisions to make to keep you from going off the rails?
So hopefully we're going to hear adjacent tells to take us through some of that.
Then we'll have another session. Hopefully Lee Bailey is going to be here tomorrow.
I don't have the details on these talk from Tupperware.
Although I've got a great story from Tupperware, they were a client of mine.
And if we have time at some point I'll tell you my great February Tupperware Stewart to anyone who's outside of the United States Tupperware, the company that makes the food storage, plastic food storage devices, like the Rolls Royce of food storage devices. Anyway there'll be here tomorrow.
Then, the big one I'm really looking forward to is another another one of the topics, because, I've had some e-mail exchanges with Craig.
We've got another session after the lunchtime period, and that's going to be Craig Milroy!
And he's from Microsoft. And that is: Data Driven: Digital Transformation, Enterprise Architecture, and the Chief Data Officer. You see how all these pieces kind of come together?
You know, you need to know a bit a bit of each one of these things, and this is a great structure. What does it mean?
Do that in the Chief Data Officers Rock, and guess what the Chief Data Officer better get along with the Enterprise Architect, and bear with all the other people.
That's a great way to do it.
He is principal data and AI, Cloud Solutions Architect at Microsoft. So that's fantastic to hear that.
And then we'll have, I'll finish out the day and I'll do a wrap up at the end of the day.
I hope you all have enjoyed this, what I would ask you to do, if you have any feedback about the sessions that you didn't already submit, if you can submit that feedback through an e-mail or whatever. I don't know if we're, We went on the survey until the end of the session, but if you can submit a feedback to ProQuest. You can, of course, if you have any feedback for me. I met chris at noble automation now dot com, chris at noble automation dot com but just send that feedback to ProQuest is fine, too.
And we will see you all tomorrow, for the second day of Enterprise Architecture Live, hosted by ..., and some of our fantastic sponsors, OK, Take care, Bye, bye.
Chief Strategy Officer,
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