Technology Strategy Patterns. Architecture as Strategy

Spis treści ebooka

• Preface
  • Welcome
    • Intended Audience
    • Purpose of the Book
  • Conventions Used in This Book
  • Using Code Examples
  • OReilly Safari
  • How to Contact Us
  • Acknowledgments
• Introduction
  • This Is Water
  • Discovering Strategy
  • Driving Strategy with Patterns
• I. Context: Architecture and Strategy
  • The Origins of Patterns
  • Applying the Patterns
• 1. Architect and Strategist
  • Business Strategies
    • Marketing at Michelin
    • Acquisition and Integration at Oracle
    • Differentiation at Xerox and Canon
  • The Architects Role
    • Vitruvius and the Principles of Architecture
    • Three Concerns of the Architect
      • Contain entropy
      • Specify nonfunctional requirements
      • Determine trade-offs
  • The Strategists Role
    • The Triumvirate: Strategy, Culture, and Execution
  • Summary
• II. Creating the Strategy
  • A Logical Architecture of the Creation Patterns
• 2. Analysis
  • MECE
    • Applying MECE Lists
  • Logic Tree
    • Diagnostic Logic Tree
    • Solution Logic Tree
    • Creating the Tree
    • Problems Versus Opportunities
  • Hypothesis
    • The Five Questions
    • 1. The Conjunct of Propositions Describing the Problem
      • Insights
    • 2. The Semantics Characterizing These Propositions
    • 3. Possible Outcomes
    • 4. Probability of Each Outcome
      • Bayesian probability
      • Deductive reasoning
    • 5. Ease and Impact Scoring
    • Signal and Noise
    • Context
    • Objects and Relations
      • Identity
      • Equality
      • Association
      • Predicate
      • Correlations
      • Causation
  • Strategic Analysis as Machine Learning
  • Summary
• 3. World Context
  • PESTEL
    • Creating the PESTEL
    • Researching for PESTEL
    • Applying the PESTEL
  • Scenario Planning
    • Steps for Scenario Planning
  • Futures Funnel
  • Backcasting
  • Summary
• 4. Industry Context
  • SWOT
  • Porters Five Forces
    • Threat of New Entrants
    • Ease of Substitution
    • Bargaining Power of Customers
    • Bargaining Power of Suppliers
    • Industry Rivalry
    • Applying the Five Forces
  • Ansoff Growth Matrix
  • Summary
• 5. Corporate Context
  • Stakeholder Alignment
    • Determining Stakeholders
    • Determining Drivers
    • Stakeholder List
    • Stakeholder Matrix
  • RACI
    • Alignment Meetings
  • Life Cycle Stage
  • Value Chain
    • Maximizing Efficiency
      • Maximizing value
    • Supporting Functions
    • Applying the Value Chain
      • Revenue diversity
      • Getting your baseline metrics
  • Growth-Share Matrix
  • Core/Innovation Wave
  • Investment Map
  • Summary
• 6. Department Context
  • Principles, Practices, Tools
    • Principles
    • Example: NASA Strategy
    • Current and Future Model
      • Process Posture Map
      • Current and Future State Operating Model
    • The Principles, Practices, Tools Sankey Diagram
    • Business Process Mapping
    • The Law of the Product of Probabilities
  • Application Portfolio Management
    • Planning with Asset Classes
    • Capability Mapping
    • Business and Technology Attributes
    • Project Heat Map
  • Summary
• III. Communicating the Strategy
• 7. Approach Patterns
  • 30-Second Answer
  • Rented Brain
  • Ars Rhetorica
    • Logical Fallacies
      • Ad hominem
      • Affirming the consequent
      • Blind authority
      • Blinding with science
      • Hasty generalization
      • Petitio principii
      • Post hoc, ergo propter hoc
  • Fait Accompli
    • Facing a Cold Audience
    • The Meeting Before
  • Dramatic Structure
    • Establish the Status Quo
    • Create an Inciting Incident
    • The Plan
    • Shock and Awe
  • Deconstruction
    • Three Levels of Problems
    • Three Causes of Problems
    • Semiotics: Signs and Symbols
    • Scopes Without Center
    • The World as System: Synthetic Decomposition
  • Scalable Business Machines
    • Business as System
    • The Origin Theory
    • Aspects of the Scalable Business Machine
      • Action
      • Tool
      • Deliverable
      • Output
      • Outcome
      • Department
      • Business unit
      • Company
    • Executing
      • Define vision and scope
      • Define the departments and customer outcomes
      • Define the activities and deliverables
      • Define the customers
      • Define the principles
      • Define the outputs
      • Assess the Value Chain
      • Define the processes
      • Define the tools
      • Define the roles
      • Define the metrics
      • Create the templates
      • Determine the hotspots
      • Communicate the machines
      • Manage the change
  • Summary
• 8. Templates
  • One-Slider
  • Use Case Map
  • Directional Costing
    • Rough, Refined, Realistic Estimates
    • Estimate Template
  • Priority Map
  • Technology Radar
  • Build/Buy/Partner
    • Build
    • Buy
    • Partner
  • Due Diligence
    • Internal Use
  • Architecture Definition
    • The Template
      • Metadata
      • Business Architecture
      • Application Architecture
      • Data Architecture
      • Infrastructure Architecture
    • Executable Architectures
      • The definition defense
  • Summary
• 9. Decks
  • Ghost Deck
  • Ask Deck
    • The ask
    • Imperil the hero
    • Let the data drive
    • Save the hero
    • The ask
    • Appendix
  • Strategy Deck
  • Roadmap
  • Tactical Plan
    • MergeSort Meeting
• 10. Bringing It All Together
  • Patterns Map
  • Conclusion
• A. Recommended Reading
  • Strategy Books
  • Consulting Books
  • Philosophy Books
• Index

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