// WORKSHOP // Ta din roll på jobbet

Under den här workshopen får du möjlighet att jobba med ditt gränssnitt, tydliggöra och identifiera den samt lära dig om konsekvenserna av att leva med tydlighet versus otydlighet. Arbetet kommer att involvera dig att göra en analys av ditt nuläge samt ringa eventuella nästa steg.

Vi på Sandahls fokuserar på våra partners mål och leverans. Vi använder vår gedigna kunskap och erfarenhet om hur människor fungerar i organisation för att våra partners ska kunna nå, eller till och med överträffa, sina mål. Vi tränar ledare och medarbetar på att ta roll för att möjliggöra samarbete och utveckling i komplexa sammanhang. Sandahl Partners bygger sina träningar på en gedigen forskningsgrund och fyrtio års erfarenhet av organisationer och organiserande.

// WORKSHOP // How Enterprise Architects can increase their impact on the enterprise

You are working very hard as an Enterprise Architect, but does it really make a difference?

Enterprise Architecture Management has been around for four decades now. Many promises were made by this discipline, yet today most enterprises still don’t have intentionally designed business and IT architectures. Enterprise Architects usually have some impact on IT application landscapes, but only a very limited impact on the business part of enterprise architectures.

In this workshop we will present game-changing patterns and tools based on the EDGY language. We discuss how they could help in your concrete cases with your concrete challenges.

You will learn how to:

● deal with common obstacles in the Enterprise Architecture practice;
● produce creations that people love to co-create;
● communicate and deal with corporate politics to build the relationships you need for collaborative design


Designing Three Rs of Digital Business Ecosystems: Roles, Responsibilities, and Resilience

Digital Business Ecosystem implies several distinctive features including the heterogeneity of involved actors, their interdependence in the exchange of resources, the dynamic nature of their relationships, and the need for self-organization. To successfully design and develop such ecosystems, it is essential to clearly define the business scope, delineate the roles and responsibilities of each participating company, organization and individual, map out their interactions and dependencies, and leverage a range of underlying technologies and diverse data. Furthermore, this process must include an assessment of the ecosystem’s resilience, gauging its ability to achieve its objectives in the face of challenges. This involves identifying and modeling resilience indicators to ensure the ecosystem’s capacity to adapt and thrive under changing conditions.


7 dilemmas of setting up an Enterprise Architecture function

Few IT disciplines are associated to so many questions about its value as Enterprise Architecture; yet, almost every mid- to large-size company has an EA practice. But no matter how many times you start an ”Enterprise Architecture 2.0” project to change the focus, people or organization to improve your EA practice, the end result is often the same: stakeholders do not feel that they’re getting as much out of the practice as they wish they did. But what exactlydo they wish for, and what are the most common reasons for discontent? And, even more importantly, what can we do about it?

In this session, we walk through the building blocks of an EA operating model and discuss 7 universal dilemmas that we all face when setting up or restructuring an EA practice. Making conscious choices for each dilemma creates far better conditions to meet stakeholder expectations that otherwise often stay implicit throughout the design. We’ll go through the ifs and buts of each dilemma, how to quickly position oneself on each dilemma spectrum, and how these dilemmas can inform the design of a more successful EA practice.