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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
4/1/2010 2
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
OrganizationalArchitect
Architect4/1/2010 7Architecting buildings and organizational domains - Albert Lejeune
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
OrganizationalArchitect
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OM STEP 2:Scope andelaboration
Choice of theorganizationaldomains
(molecules) tomodel
Elaboration of thefunctions
OrganizationalArchitect
Architect4/1/2010 9Architecting buildings and organizational domains - Albert Lejeune
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
OrganizationalArchitect
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OM STEP 3 :Specification
Instanciation ofthe moleculesthrough contracts
(pre-conditions,post-conditions,trigger, rules)
Scaling,dimensions, fit withthe land
OrganizationalArchitect
Architect4/1/2010 11Architecting buildings and organizational domains - Albert Lejeune
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
OrganizationalArchitect
Architect4/1/2010 13Architecting buildings and organizational domains - Albert Lejeune
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
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l
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OM STEP 5 :Realization
Specific modelsof processes,systems, culture
change etc.
Detailed,specialized plansfor thecontractors
OrganizationalArchitect
Architect4/1/2010 15Architecting buildings and organizational domains - Albert Lejeune
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?
OrganizationalArchitect
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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Architecting organizational domainsin three spaces of strategy
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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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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.
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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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Architecting organizational domainsin three spaces of strategy
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1. Introduction
2. 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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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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Architecting organizational domainsin three spaces of strategy
4/1/2010 24
1. Introduction
2. 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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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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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
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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
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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
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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
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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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Architecting organizational domainsin three spaces of strategy
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1. Introduction
2. A parallel between organizational architecture and architecture
3. Designing in a space of representation
4. Designing in a space of strategy
5. 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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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
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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
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1. Introduction
2. A parallel between organizational architecture and architecture
3. Designing in a space of representation
4. Designing in a space of strategy
5. Three spaces of strategy around the organizational architect
6. Architecting in a space of strategy
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.