Abstract
In order to transform Large organizations that produce complex cyber-physical systems
we need to understand the operational and structure related challenges
Behind the scenes in a traditional enterprise with a large legacy with a complex consumer product be transformed?
What is really under the hood of a a traditional enterprise with a large legacy with a complex consumer product be transformed?
The answer
Need control of have, as all other organizations, a need to transform their ways of working. Typical industries where development speed and quality are essential are automotive, aircraft, aerospace, and defense. New competitors with less legacy are just around the corner to introduce entirely new services. The all too well-known disruptive pattern will play faster in the digital age.
In order to grasp the challenges, leaders and change agents need to recognize the operational systems and structures that enable organizations to perform. Especially companies with long-lived consumer products have a substantial legacy.
Under the hood in there are a large number of systems that are needed to control the entire operational value stream which typically consists of the supply chain, production, development, finance, sales, distribution, and aftermarket. All tighs together in a product structure which is the backbone for making it all work.
Large enterprises struggle to get their To unleash innovation and get a new product out the door, faster and with quality. New competitors with less legacy are just around the corner to introduce entirely new services. The all too well-known disruptive pattern will play faster in the digital age.
Long-tail of supporting systems which are needed on the front of new product development.
Entirely new and innovative products require speed. There it is not just the product development in itself that needs to become faster and more reliable. It is also the long long tail of supporting systems that must be upgraded. But, there is no time to investigate how what operative structures are needed nor how the supporting systems should work. The focus needs to be on exploring what customers want.
and making sure structures are flexible and may be adapted afterward.
Succeed with the projects that are always the top decisions and
Regardless of Agile team performance, the Development Value Streams are too long and too far away from where the customer actions are.
The enterprises that have been around for a while, normally have plenty of legacies, both technical and structural. The legacy is hindering business agility because the systems are not designed for the complex area of digital services.The development value streams of the legacy systems are far from the end delivery to the customer and need a new architecture to meet the needs. The uncertainty of features of a system that can support the development and execution of a business with complex products is high and no one knows how to specify the systems.
By taking a high-level view of value streams in a typical automotive business we can explore the challenges in business architecture.Succeed with the projects that are always the top decisions and
Monolith enterprise with Value Streams & Systems
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https://en.wikipedia.org/wiki/Federated_architecture
Old
The enterprises that have been around for a while, normally have plenty of legacies, both technical and structural. The legacy is hindering business agility because the systems are not designed for the complex area of digital services.