Making Elephants Dance

A Blueprint for Effective Governments

Dr. Pallab Saha

Chief Architect, The Open Group
1
XL Leadership Series | XLRI Jamshedpur | Dec 15th, 2017
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 Governments are Changing

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 Priorities of Effective Governments
SERVICE DESIGN Can we design and deliver services that are efficient, integrated, equitable, at acceptable
AND DELIVERY costs?
RESOURCES AND Where should we be directing resources and investments? How do we know if these
INVESTMENTS investments are generating desired outcomes?
COMMON Do we have a common vocabulary and platform to shape and further progress? Do we
PLATFORM comprehend the interdependencies?

DECISION MAKING
How efficiently do we make decisions? Where and what are the sources of bottlenecks? Are
we able to leverage information strategically?
PERFORMANCE
MANAGEMENT What do we measure and track? How do we know how well we are functioning?

RISK AND
RESOLUTION Where and what are the risks? Do we have mechanisms in place to address risks?

PERCEPTION AND
MINDSHARE Will we be viewed as a progressive entity, which has the capability to be future-ready?

INVESTMENT How do we attract investments, enhance the economic activity, create opportunities and
DESTINATION improve quality of life?
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 Government as Complex Ecosystems

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 But There are Challenges…

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 Citizen Expectations from Governments

Source: UN / Accenture Survey on Digital Government; 2014

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 Architectural Thinking is Missing
» Public transit, schools and parks are
afterthoughts
» No common services
» Inefficient and fragmented processes
» No rules, principles and standards
» Aesthetically unpleasing, and limited scope
for growth
» Resource intensive
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» Future-oriented, planning and analysis
» Efficient, planned and governed constructions
» Common services (public transit, schools,
parks, highways)
» Principles and standards (fire, safety, quality)
» Higher productivity and effectiveness
» Aesthetically pleasing
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 What Does “Thinking Architecturally” Mean
» Thinking Big: Do we understand how your
organization connects and intersects with
other organizations and the external
environment? Do we take a systems
perspective?
» Thinking Deep: How deeply are we
questioning your assumptions? Do we
operate from our interpretation of the past,
or our anticipation of the future? Will our
assumptions today be valid into the future?
» Thinking Long: How far into the future are
we looking? Do we understand the shape of
alternative futures for our organizations?
Or, do we expect tomorrow will be largely
more of today?
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The Foundations

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 What is Enterprise Architecture
» Enterprise Architecture is defined as the
ongoing process of building the ability
to manage complexity, with the pivotal
goal of creating and sustaining coherent
and future-ready enterprises.
» EA brings together business and
technology leaders in proactively
designing enterprise capabilities and
responses to capitalize on relevant
business disruptions for building
organizational ambidexterity.
[Pallab Saha, 2012/2014]

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Copyright © The Open Group 2017 11 of 45 Source: EAMv2; TUM Munich; 2015
 Levels in Enterprise Architecture

Source: FEAF v2.0; Office of Mgmt & Budget; 2012

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 Policy & Strategy Architecture
[The principles and goals to guide decisions and rational outcomes]

make it available for all legitimate reasons]

make it available for all legitimate reasons]

Business Architecture

[The way we protect our information and

[The way we protect our information and

[The reason we do what we do, the people we serve and the outcomes we seek]

Security Architecture
Security Architecture

Services & Products Capabilities & Processes

[Outside-in] [Inside-Out]

Data Architecture Application Architecture Technology Architecture

[The way we treat our data, [The software and IT systems that [The physical infrastructure that
information, knowledge and wisdom] support our business mission] enables / restricts our ability to act]

Architecture Governance & Management

[The decision rights and accountabilities needed to embrace the adoption of the architecture]

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The Genesis

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Evolution of eGovernance in India

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 Remaking Governments for the Digital Age
▪ Many governments are experiencing the
transformative power in revitalizing public
administration, overhauling public management,
fostering inclusive leadership and moving civil service
toward higher efficiency, transparency and
accountability.

▪ This creates the need to: (1) change the way services
are delivered and consumed; (2) change the way
internal back office operations are executed; and (3)
change the way resources and processes are sourced
and combined.

▪ It is in this context governments are looking at e-

government to bridge policies and outcomes, leading
to even more government services being offered
electronically.

▪ Factors like service delivery innovation, distributed

governance and data driven governance contribute
to complexity of government operations.

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 Promoting ICT Capability and Digital Economy
▪ ICT is increasingly a central part of national
competitiveness strategy and is a key
enabler of socio-economic progress and
development, productivity enhancement,
modernization, economic growth and even
poverty reduction.

▪ A country’s digital government focus and

capability provides raw material to improve
its overall national ICT capability by way of
resources, talented and trained people,
investments, research and development
expertise, supporting policies and
governance among other enabling inputs.

▪ Greater national ICT capabilities provide

necessary impetus to the emergence of
national ICT industry. There are several
countries who have utilized their foray into
digital government as an entry point to
build their national ICT industries, for the
digital economy.

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 Concentration, Inequality and Control
▪ Government EA provides a business-
centric view of government
operations and usually organizes
government operations through
components like business areas,
lines-of-business and business
functions at the WOG level.

▪ Such standard approaches tend to

discourage and overlook the need
for operational diversity that is
needed at the agency level.
Governments (and their agencies)
are under pressure to retain and
even enhance operational
autonomy.

▪ The trend of agencies operating with

a high degree of autonomy leading
to diverging agendas is common and
instrumental in putting breaks on
government-wide transformation
activities.
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 Area: 160,000 km2
Cities: 10
Districts: 13
Sub-Districts: 670
Villages: 12920
Population: 50 million

Andhra Pradesh

Ten Year Avg Growth: 14.9%

Pioneer and Leader in eGovernance

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The Next Stage

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 India Enterprise Architecture Framework
(IndEA)
The vision of IndEA is “to establish best-in-class architectural governance, processes and
practices with optimal utilisation of ICT infrastructure and applications to offer ONE
Government experience to the citizens and businesses through digital services enabled
by Boundaryless Information Flow™.” The IndEA comprises of eight distinct yet inter-
related reference models, each covering a unique and critical architecture view or
perspective.

• Part 1 [India Enterprise Architecture Framework]: This details the eight reference models
based on TOGAF® and other Open Group Standards.
• Part 2 [IndEA Adoption Guide – A Method Based Approach]: This describes how IndEA can be
adopted by government entities with TOGAF® ADM as the underlying methodology.

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 Digital Service Standards
» A Digital Service is one that:
– Is delivered via the Internet or an electronic network consisting of services (not
goods);
– Involves storage and communication of information in electronic form, rather than
paper;
– Includes (if any) exchange of funds by card or electronic methods, rather than cash;
– Involves no or minimal human intervention traversing the entire journey;
– Is smooth and continuous, not impeded by any gaps, inconsistencies between
various parts or segments of the journey; and
– Cannot be fulfilled without the use of information and communication technology.

A Digital Service is a paperless, cashless, faceless service,

delivered seamlessly over electronic channels using ICT.
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 Some Usage Scenarios (Addressing the “Why”)
1. Government transformation initiative which demands efficient coordination between strategies, policies,
processes, services and organisational capacity to absorb change;
2. Enhancement of service delivery across the government in order to create services that are citizen-
centric, cross-departmental, end-to-end and outcome based;
3. Rationalisation of data across the government to enable an integrated perspective, facilitate open data
and transparency, and departmental collaboration and compatibility;
4. Integration of all ICT initiatives under one umbrella to get a better holistic perspective, boost IT planning
effectiveness and optimise costs and investments for better returns;
5. Implementation and ICT enablement of government process reengineering to provide multi-channel
service delivery in a manner that increases digital take-up and completion rates;
6. Ensuring that government applications and systems provide end-users with information they need to
make decisions and influence government operations;
7. Improving the execution capability of policies and other interventions to achieve better planning and
anticipate budgetary impacts on the government and enabling ICT systems;
8. Adopting new and emerging technologies to augment government efficiency and thereby attract
investments; and
9. Building an ecosystem for the digital economy to boost shared prosperity, by leveraging ICT for
employment and growth.

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WOG Architecture Normative View

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IndEA Target Architecture Vision

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WoG Full Lifecycle Adoption

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 Key is to Understand (and Model) the Dynamics
EA Perceived Agency Political
Specific Authority -
Obstacles
Factor
-
-
UN E-Gov Institutional
Maturity
Criteria Disintermediation Coordination
B5: POLITICAL LANDMINES
+
Availability
of +
Resources
+ for WOG Attractiveness to + +
EA +
Industry Lobby for Potential Adopters
Achievement of Architecture Capability,
Proprietary & Quickfix
Mission Outcomes Scope and Footprint
E-Participation Solutions
+ - R6: FORWARD THINKERS, FIRST MOVERS
+ + +
+ Demand for
Tech Savvy'ness in Federations of Pioneer R9: INTERNALIZATION
Public Sector Online Services Operations + Collaboration Adopters
R4: E-GOV READINESS
& Sharing R8: SUCCESS BREEDS SUCCESS +
+ Service Delivery Distributed Data-Driven
B4: INDUSTRY & VENDOR DICTATED + Extent of Management
Innovation Governance Govt
R5: FEDERATED CINNECTED GOVT
Success Integration
National
Govt as a +
+ Prosperity
Societal Adoption of Platform + + + +
+ + Emergence Operational +
ICT (Digital Equity) + + +
Complexity of Govt Online Services
+ + of Silos Fragmentation Adoption
+ + Operations + of WOG Experience in
Economic
Pressure to Maintain + EA +
Citizen Expectations R7: BANDWAGON Adoption
Drivers Operational Autonomy Technology
+ from Govt + R10: GOVERNMENT-WIDE ARCHITECTURE
+ Diversity +
Demographic
Drivers + + Proportion of
R1: GOVT COMPETITIVENESS AS GENESIS
+ 'Not-Invented-Here'
Emergence of Propensity to Perspective Agencies Adopting
Divisiveness &
ICT Industry Tech-Enabled
Social
+ Build Future Govt Fragmentation in +
+ Transformation
+ Drivers Agendas B2: TECH EMPIRES Enhanced & New +
B1: DIVERGING AGENDAS +
+ +
Trust in B3: BUSINESS EMPIRES Capabilities
+
Digital + Govt Corruption Technology
Technologies - EA PMO
Perception Silos + Cumulative
+ + Credibility
Competition for Financial Burden
Attractiveness for R2: ICT INVESTMENT GROWTH Resources Business
Holistic -
ICT Investments + + - Duplications &
Digital + Perspective
Economy Digital Govt - Tech Budget Redundancies B6: PROGRAM COST B7: BURDEN OF STRETCH TARGETS +
+ +
Maturity - - Effectiveness
- Expectations from
- EA Initiative
R3: MULTIPLIER EFFECTS OF DIGITAL
Perceived Return on
Optimal Service Investment
+ Delivery
Digital Govt Policy Integration +
Capability
+ Perceived +
+ Desired Program
Benefits
from Value
WOG EA -

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 Balancing Enablers and Inhibitors is an Art

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Designing Interventions

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 Sustained Strategic Interventions
Standards Based Advocacy &
Procurement & Awareness Policies, Success
Acquisition Regulations & Stories
EA Outcome Industry Perceived Agency Political Mandates & Allies
Specific Authority -
Based Service Consultative Obstacles
Factor
Measures Sessions -
-
UN E-Gov Institutional
Maturity
Criteria Disintermediation Coordination
B5: POLITICAL LANDMINES
+
Availability Continual
of +
Resources Capability
+ for WOG Attractiveness to
EA + + + Building
Industry Lobby for Potential Adopters
Achievement of Architecture Capability,
Proprietary & Quickfix
Mission Outcomes Scope and Footprint
E-Participation Solutions
+ - R6: FORWARD THINKERS, FIRST MOVERS
+ + +
+ Demand for
Tech Savvy'ness in Federations of Pioneer R9: INTERNALIZATION
Public Sector Online Services Operations + Collaboration Adopters
Leadership R4: E-GOV READINESS
& Sharing R8: SUCCESS BREEDS SUCCESS +
+ Service Delivery Distributed Data-Driven + Extent of Management
& Direction Innovation Governance Govt
B4: INDUSTRY & VENDOR DICTATED
Success
R5: FEDERATED CINNECTED GOVT Integration
National
Govt as a +
+ Prosperity
Societal Adoption of Platform + + + + Office of
+ + Emergence Operational +
ICT (Digital Equity) + + +
Complexity of Govt Online Services Architecture
+ + of Silos Fragmentation Adoption
+ + Operations + of WOG Experience in
Economic
Pressure to Maintain + EA +
Citizen Expectations R7: BANDWAGON Adoption
Drivers Operational Autonomy Technology
+ from Govt + R10: GOVERNMENT-WIDE ARCHITECTURE
+ Diversity +
Demographic
Drivers + + Proportion of
R1: GOVT COMPETITIVENESS AS GENESIS
+ 'Not-Invented-Here'
Emergence of Propensity to Perspective Agencies Adopting
Divisiveness &
ICT Industry Tech-Enabled
Social
+ Build Future Govt Fragmentation in +
+ Transformation
+ Drivers Agendas B2: TECH EMPIRES Enhanced & New +
B1: DIVERGING AGENDAS +
+ +
Trust in B3: BUSINESS EMPIRES Capabilities
+
Digital + Govt Corruption Technology
Technologies - EA PMO
Perception Silos + Cumulative
+ + Credibility
Competition for Financial Burden
Attractiveness for R2: ICT INVESTMENT GROWTH Resources Business
Holistic -
ICT Investments + + - Duplications &
Digital + Perspective
Economy Digital Govt Tech Budget Redundancies B6: PROGRAM COST B7: BURDEN OF STRETCH TARGETS +
+ - + Funding
Maturity - - Effectiveness
- Expectations from Model
- EA Initiative
R3: MULTIPLIER EFFECTS OF DIGITAL
Perceived Return on Innovation
Optimal Service Investment
+ Delivery
Digital Govt Policy Integration +
Capability
+ Perceived +
+ Desired Program
Benefits
from Value
WOG EA -
Digital Govt
Maturity Index
Assessments Citizen
& Rewards Participation
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 Major Early Adopters…

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Final Thoughts…

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 Remember…Government EA is Hard
• Political will and consensus is paramount, and it takes time to get there, and sometimes
never comes;
• Operational challenges, limited attention-span, fire-fighting mode, administrators
versus specialists;
• Institutionalized piecemeal thinking influenced by 17th century industrial age practices;
• Who-gets-the-credit conundrum;
• Waiting-for-someone-else-to-take-
the-lead behavior is a widespread
phenomenon; and
• Systemic inertia and tendency to
undo the actions of the previous
regime.

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 Major Schools with EA as a Subject

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 Making Elephants Dance

EA is done to build
better enterprises,
not merely to build
better IT systems.

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Thank you for your attention
p.saha@opengroup.org

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