archi 1 avril 2010 albert lejeune architect ing

8/9/2019 ARCHI 1 Avril 2010 Albert Lejeune Architect Ing

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byAlbert Lejeune, Professor, ESG-UQAM, Montral (QC), CanadaAvec la collaboration de Ira Sack, Professor, Stevens Institute of Technology, Hoboken (NJ), USA

Architecting buildings and organizational

domains in three spaces of strategy The Case for Climate Change


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Architecture in thebusinessmanagement field

Organizational architectureResults 1 - 10 of about 296,000for Organizational architectureEnterprise architectureResults 1 - 10 of about 8,070,000for enterprise architectureBusiness architectureResults 1 - 10 of about189,000,000 for businessarchitectureProcess architectureResults 1 - 10 of about 11,500,000for process architectureTechnology architectureResults 1 - 10 of about 23,900,000for technology architectureNetwork architectureResults 1 - 10 of about 15,300,000for network architectureData architectureResults 1 - 10 of about16,600,000 for data architectureApplication architectureResults 1 - 10 of about14,400,000 for applicationarchitectureService oriented architectureResults 1 - 10 of about29,700,000 for SOA

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ProblematicArchitecting buildings and organizational domains - Albert Lejeune
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Business and enterprises architects tend to ignore the fact that at the end of amodeling exercise, people will have to inhabit the designed organization

We propose to review certain contributions

in the strategic management literature around threeconfigurations of the space of the strategy:the empty space, the programming space and the inhabited space

Along the journey, we will discuss some aspects of the OMapproach (Organization Modeling), a modeling approachconcerned with both the hard and soft dimensionsof the organization

MORABITO, J. SACK. I. ANDANILKUMAR BHATE (1999).

ORGANIZATION MODELING. INNOVATIVE ARCHITECTURES FORTHE21STCENTURY,

UPPER SADDLERIVER (NJ): PRENTICE-HALL.4/1/2010 4Architecting buildings and organizational domains - Albert Lejeune


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Architecting organizational domainsin three spaces of strategy

4/1/2010 5

1. Introduction2. A parallel between organizational architecture and architecture

3. Designing in a space of representation

4. Designing in a space of strategy5. Three spaces of strategy around the organizational architect

6. Architecting in a space of strategy

7. Conclusion Architecting buildings and organizational domains - Albert Lejeune


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OM STEP 1:Baseline

Identify socio-culturaland organizationalinvariants

Identify the contextand requirements

OrganizationalArchitect

Architect4/1/2010 6Architecting buildings and organizational domains - Albert Lejeune


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OM STEP 1:Baseline

Identify socio-cultural andorganizationalinvariants

Identify the contextand requirements



La premire tche de larchitecte-Identifier l'invariant socioculturel de lorganisation- exemple : Google.linvariant socioculturel est lindividualisme qui caractrisela socit occidentale nord-amricaine. MaisGoogle, de par sa culture de collaboration, exprime un

invariant organisationnel oppos cet individualisme. Ledfi culturel de Google (Weburl-3) est de maintenir uneculture de collaboration au sein dune culture marquepar lindividualisme.

La seconde tche de larchitecte- Identifier l'invariant spcifiqueexemple : Google.

l'identification des principaux construitsorganisationnels , domaines ou molcules organisationnelles,qui reprsentent des points de vue actuels et souhaitssur lorganisation Google. Lensemble des construitsorganisationnels pertinents, disposs hirarchiquement

(ex. : environnement culture processus stratgie),constituent les couches OM.


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OM STEP 2:Scope andelaboration

Choice of theorganizationaldomains

(molecules) tomodel

Elaboration ofthe functions




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OM STEP 2:Scope andelaboration

Choice of theorganizationaldomains

(molecules) tomodel

Elaboration of thefunctions



Faut-il visualiser toute l'organisationet multiplier les domaines analyss (culture, stratgie,structure, processus, apprentissage, personnes, information,etc.)

ou faut-il cibler un ou deux domaines organisationnelsen particulier ?

la mission ambitieuse de la firme Google :

organiser les informations l'chelle plantaireet de les rendre accessible tous les internautes (Weburl-1) pointe vers une culture de partage et la rapiditdinnovation. Notre dmarche est donc de retenirdeux molcules : Culture pour expliquer la culture innovatricede Google et Processus laide de lexemple du

processus de dveloppement de produits et services chezGoogle (Weburl-2).

Le choix de la porte de l'interventiondpend des objectifs poursuivis par larchitecteorganisationnel.


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OM STEP 3 :Specification

Instanciation ofthe moleculesthrough contracts

(pre-conditions,post-conditions,trigger, rules)

Scaling,dimensions, fitwith the land




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OM STEP 3 :Specification

Instanciation ofthe moleculesthrough contracts

(pre-conditions,post-conditions,trigger, rules)

Scaling,dimensions, fit withthe land



La couche de spcificationconsiste spcifier le comportement dun domaine travers un contrat ed'en identifier les composantes.Le contrat comprend

(1) des pr-conditions : la situation avant l'excution,(2) des post-conditions : la situation aprs l'excution,

(3) les invariants : lensemble des rgles respecter durantl'excution et le dclencheur -vnement initiant l'excution ducontrat.


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OM STEP 4:Alignment

Check forconsistancy insideand between

molecules

Check for unity,integrity,integration withthe land




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OM STEP 4:Alignment

Check forconsistancyinside and

betweenmolecules

Check for unity,integrity,integration with

the land



En OM, l'alignement doit se faire plusieurs niveaux dansl'organisation.Premier niveau : molcule organisationnelle.Tous les lments constitutifs dune doivent se renforcer mutuellementafin que, par mergence, la superstructure soit un patron qui prsenteles caractristiques de performance souhaites.

Deuxime niveau: se situe entre les molcules.Importance de savoir dans quelle mesure les molcules de l'organisationse supportent mutuellement et quelle est la solidit du treillis qu'ellesforment de par leurs relations rciproques. Les liens entre les molculesdoivent tre serrs pour procurer le maximum d'alignement possible.Importance de l'alignement de chaque molcule par rapport la

molcule "Culture".En effet, selon l'OM, la culture organisationnelle est la premire sourced'alignement tacite et contractuel. Sa force d'alignement est tellementpuissante qu'elle impose ses contraintes au reste des molcules.

Troisime niveau: concerne l'organisation et sonenvironnement.

Morabito et al., 1999, pp.117-118


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OM STEP 5 :Realization

Specific models ofprocesses,systems, culture

change etc.

Detailed,specialized plansfor thecontractors



l


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OM STEP 5 :Realization

Specific modelsof processes,systems, culture

change etc.

Detailed,specialized plansfor thecontractors



Visualisation dune architecture organisationnelle

- Oprationnalisation du comportement de l'alignement par laralisation du modle conu (dont les spcifications ont tdfinies sous forme de contrats et dont les diffrents niveaux

d'alignement ont t valids dans les tapes prcdentes).

Morabito et al., (1999, pp.118-120),

l


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OM STEP 6:Execution

Check the level ofagreement betweencontract specificationsfor molecules(i.e., postconditions)

and the actualperformance of themolecules

The inhabitantssatisfaction :Is it the house of mydreams?


Architect4/1/2010 17

There is astarkcontrastbetween thespacesrecognizedby architectsand designcritics andthe real, yetinvisible ofspacescreated inthe processof living.-Glenn

Robert Lym,architect

Google Corp.

Architecting buildings and organizational domains - Albert Lejeune
http://www.lymarch.com/index.htmlhttp://www.lymarch.com/index.htmlhttp://www.lymarch.com/index.htmlhttp://www.lymarch.com/index.html


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4/1/2010 18

1. Introduction2. A parallel between organizational architecture and architecture






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In 1693, in the Kingdom of Sicily, the Prince of Butera, who designed a plan for his Occhiolacity destroyed by an earthquake was respected like a scholar for being able to draw a hexagonon paper and give the necessary instructions to a capomaestro to postpone all on the ground

We put fourth and developthe notion of a social space of representationand discuss the organization modeling activity in

three different spaces of representation:empty, programming and inhabited.

4/1/2010 20Architecting buildings and organizational domains - Albert Lejeune


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But what is the space of representation of thearchitect?

It is simultaneously A social legitimacy codified by a power (the legitimacyto represent), A set of technical processes and practices, A complex of tools and forms suitable for the mentalrepresentation. Raymond, H. (1984). L'architecture, Les Aventures

Spatiales de la Raison, Coll. Alors, Centre De CrationIndustrielle, Centre Georges Pompidou. Paris.



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4/1/2010 22

1. Introduction

2. A parallel between organizational architecture and architecture






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In what space does the strategist at the top, or the organizationalarchitect, visualizing the organizations future, structure asituation to reduce it to a small number of critical problems?

To answer this question, we need to consider :

A range of political dimensions (the legitimacy of a strategist) A range of instrumental dimensions (the tools of the strategist)

A range of theoretical dimensions (the theories underlyingthe action of strategist)



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4/1/2010 24

1. Introduction







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The empty space, the programming space, the inhabited space

In the emptyspace, the strategist has full access to the object of the

strategy because it has the political ability, instrumental and theoretical tocreate the emptiness around him in order to impose its own trajectory.

In theprogramming space, constraints and opportunities of theenvironment and the strengths and weaknesses of the organization are

filling up the situation of representation, reducing the role of strategist-architect to the projection rather than action.

In the inhabitedspace, the purpose of the strategy is notonly accessibleto the top strategist: it is shared by multiple actors who want to contributeto new strategies and performance.



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The empty space characterizes this type of architect,who, in order to achieve her aesthetic intuition, create avacuum around him:

Power vacuum; i.e., no legitimacy for the others, Tools vacuum; i.e., no constraints nor accepted way to work Theories vacuum i.e. no predetermined way to act about thefuture.

Only the empty space will allow her personal trajectorydevelopment, as was the case, with the merchants of SanGimignano, known around the world for its thirteen medievaltowers.



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4/1/2010 Architecting buildings and organizational domains - Albert Lejeune 27

Espace vide

Politique Lgitimit des bureaux-chefs Lgitimit du fournisseur TI

Lgitimit du V.-P.informatique

Lgitimit du V.-P. marketing

Lgitimit du V.-P. oprationsInstrumental Action majeure pose par le

sommetAction majeure pose par le V.-P.informatique

Emprise du sommet sur lesoprations et les activits

Thorique Vision, obsession, intuition duV.-P. informatique

Vision, obsession, intuition dufournisseur TI

Vision, obsession, intuition duV.-P. marketing


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Espace Vide

Vision, obsession, intuition

Lempire de lentrepreneur: deSteve Jobs Guy Lalibert auCirque du soleil

Enaction


1. Laction productive: lhistorique ducouplage structurel qui enacte (fait-merger) un monde.

2. Par lentremise dun rseaudlments inter-connects, capabledu subir des changementsstructuraux au cours dun historiquenon interrompu.

3. Quand il sadjoint un monde designification prexistant, encontinuel dveloppement ou quand ilen forme un nouveau (comme celaarrive dans lhistoire de lvolution).


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Sears is very direct in its structural solution, anew concept of cluster tubes... The SearsTower itself is much like the idea behind an

Gimignano, but unlike most tall buildings inNew York, it is a tower of the people, notthe palace of a bank."

Bruce Graham.



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Dployer les TI danslespace vide


Des routines dans le quotidien pour pouvoirregarder locan


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Programming space is unique to the architect who eventually abandons any a prioriaesthetic vision for putting together a program resulting from a budget, data oncosts and regulatory burdens (of land, materials, aesthetics rules and theconstruction industry).

Programming space is full and dense, charged with standards andconstraints, tools for representation and practices rooted inideologies and theories in place.

The architect who works in this kind of space of representation can

no longer develop its own trajectory. He makes only the formatting of various and multiple

constraints: ground plan of land use, standards of urban planning,construction standards, specifications



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Espace programmatique

Politique Rsistance au changement Pouvoir de lquipe de planificationstratgique

Lgitimit du rseau desuccursales

Pouvoir du V.-P. informatique et de laplanification des systmes

Instrumental Gestion par projet, parproduit

Dcision majeure prise dans le cadrede la planification stratgique

Emprise du plan sur lesactivits et les oprations

Utilisation du FCC au sige social

Formation aux plans,budgets, programmes,procdures

Marge de manuvre de la succursaledans le cadre du plan

Thorique Modle conceptuel utilispour formuler une stratgie

Modle conomique et financier

Modle technologique(Nolan)

Effort de modlisation du puzzletechno-stratgique


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Espace Programmatique Modle conceptuel utilis pour

formuler une stratgie, modleconomique et financier, modle

technologique (Nolan),effort demodlisation du puzzle techno-stratgique

MODLE: Toute reprsentationthorique simplifie d'un systme :elle comporte la dfinition d'unestructure, la formulation de lois(relations dterministes ouprobabilistes) reliant les impulsionsou entres du systme sesrponses ou sorties, et la dfinitiondes paramtres.

Cognitivisme


1. Le traitement de linformation: lamanipulation de symboles partir de

rgles 2. Par nimporte quel dispositifpouvant reprsenter et manipulerdes lments physiques discontinus:les symboles.

3. Quand les symboles reprsentent

adquatement quelque aspect dumonde rel, et que le traitement delinformation solutionne


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Dployer les TI danslespaceprogrammatique



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The inhabited space is proper to the social architect who islistening to the customer, seeking to capture and reflect only theneeds of a family, community or organization without imposing its

aesthetics trajectory.As at Google corp., the inhabited space is filled with livinglegitimized subjects. They are, in architecture, the futureinhabitants of an environment built for the community ; inorganizational life, future users, individuals or sub-organizationalsystems making a project or a strategy happen. But these people, even if they are not aesthetic and technicallycompetent as the architect, have a voice to express on theirhabitat.

These people hold the architectural concept (Raymond. 1984),4/1/2010 36Architecting buildings and organizational domains - Albert Lejeune


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Espace habit

Politique Luttes de pouvoir locales Partage du pouvoir sommet-succursales

Luttes de pouvoir au sommet Lgitimit des succursales

Pouvoir des quipes de travailInstrumental Action collective entre

succursalesUtilisation du FCC par la succursale

Emprise de la succursale surses propres activits

Formation au travail dquipe

Langage stratgiquecommun

Marge de manuvre

Autonomie

Thorique Recherche du consensus mergence de projets et dinitiativesstratgiques

Idologie de la participation


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Espace Habit

Recherche du consensus,mergence de projets et dinitiatives

stratgiques, idologie de laparticipation

Proprits mergentes

mergence


1. Lmergence dtats globauxdans un rseau de composants

simples. 2. Des rgles locales grent lesoprations individuelles et desrgles de changement grent lesliens entre les lments.

3. Quand les proprits

mergentes sont identifiables une facult cognitive unesolution adquate pour unetche donne.


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Dployer les TI danslespace habit



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4/1/2010 41

1. Introduction



4. Designing in a space of strategy

5. Three spaces of strategy around the organizational architect




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The organization is not a built artifact: it is one node, a more dense area within a widersociety. An organization cannot be simplified into its structure. PFEFFER, J. SALANCIK, G.(1978). THEEXTERNAL CONTROL OF ORGANIZATIONS, NEWYORK: HARPER & ROW, 1978.

Historically, organizational design has meant changing

structure. The issue had been refined from "structure" to"determinants of structure." Does technology or strategydetermine structure? Is size more important? Or is it acombination of factors? But the game has changed. Structure is too static and

unresponsive The sources of competitive advantage areshifting to those organizational constructs that characterizethe behavior of an organization: culture, people, process,information, and learning. Those elements have to be

architected!4/1/2010 42Architecting buildings and organizational domains - Albert Lejeune


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Future business analyst will be integrators oforganizational constructs like information, process,people, learning, and culture.

She will have to address many complex interactions: dataand knowledge, organizational learning paradigms,culture change, business process change, integration, andeven invention.

The business analyst must be an organizational architectresponsible for defining and building the organizationsnew source of advantage its core architecture.



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Architecting organizational domainsin three spaces of strategy : The Case for Climate Change

4/1/2010 44

1. Introduction



4. Designing in a space of strategy

5. Three spaces of strategy around the organizational architect


7. Green Buildings andGreen StrategiesArchitecting buildings and organizational domains - Albert Lejeune


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Among IT industry veterans it had been long acceptedthat with hardware costs on a perpetual downwardtrend, hardware was fundamentally a commodity;competitive advantage for vendors of end-userapplications and tools lay in differentiated software.

Google showed the world that this was anoversimplification. Fueled by venture capital

investments followed by a very rich initial publicoffering, Google has made staggering investments inits physical computing infrastructure. This allowed thecompany to set a new standard for search performancethat would be impossible for all but the very richestcompetitors to match.

There is a parallel between Googles focus on energyand these two stories. In all three cases, a resourcebelieved to be a commodity emerged as a strategicweapon in the right hands.

Many companies still give little more thought to their energyusage than they do to their water bill. But smart companies,especially those in energy-intensive businesses, recognize thatenergy is a strategic resource, not a commodity.



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OM is strongly anchored in a philosophical foundation that supports the social sciences. It is thereforeexpected that in the future, not only managers and business executives, but also social science researcherswill find OM to be a convenient approach that complements many of their modeling requirements.

The term architecture is prevalent in business management and managersare becoming architects. Their new roles include designing structure,engineering processes, developing people, leveraging informationtechnology, facilitatinglearning, and changingthe whole. The manager-architecthas an arduous task: He or she must designacrossorganizational boundaries, engineer processes into strategic capabilities,develop individual competencies into a learning organization, align

information technology with business strategy, and integrate the disparatepieces that constitute the organization.

Successful organizations have manager-architects whopractice a disciplined approach to both analysis and design in anadequate space of strategy.

archi 1 avril 2010 albert lejeune architect ing

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