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The content of this site is my own personal opinion and does not in any way represent my employer, it's subsideries or affiliates. These postings are provided "AS IS" with no warranties, and confer no rights.

This Blog

  • The consumer and me

    This week I went to the yearly boat exhibition “Allt för sjön” in Stockholm. Among hundreds of amazing beauties, I stopped by at the Ericsson-1 that was competing in the previous edition of Volvo Ocean Race 2005-2006. Long, slim and made for pure speed performance. Her sister, Ericsson-4, is currently in the overall lead in the ongoing edition of Volvo Ocean Race, at the moment heading for Rio de Janeiro.

    Just as in the Volvo Ocean Race, Ericsson is clearly in the lead and seen as the world’s top telecom vendor but faces tough challenges ahead…especially from their fast-growing Chinese competitor Huwei. Ericsson says that one of the most important activities in this battle is to boost its image and reputation in terms of end-consumer understanding.

    Ericsson, as well as everyone else in business, is experiencing the impact of the consumer revolution. The idea that the consumer is in charge has been around for a long time. We have all heard the mantra “our customers are our most important asset”. Every company had that in its annual report. However, many times it seemed that no one actually behaved that way. It’s to easy, if you are a well-paid business executive, to say, “Of course our customers are in charge. Now, how are we going to get them to do what we want?”

    The younger generation of consumers, like my two teenagers and their pals, find the whole thing so self-evident they don’t even talk about it – they just behave it. Their message to the business is, “Look, if you really want to get my attention – you have got to change your behaviour. Show us a different mindset, don’t talk about it”. With support of the giant global knowledge library named “internet” they rather put their trust in what their “global internet friends” finds good or bad.

    I hope, that out of this consumer centric revolution, a new and more durable thinking would evolve. Something like the golden rule – Do to other people, what you want they to do to you. Now we are talking customer satisfaction! We do believe that all sustainable business growth, starts with truly happy customers – or do we?

    I also hope, as a genuine Swede, the Ericsson racer is the first boat to cross the line in Sandhamn this summer.

  • Every cloud has a silver lining

    Every crisis is different, except in one respect: they all create opportunities for those who can identify them and are ready to act. Enterprise architecture transformation during an economic downturn might seem counter intuitive at first sight. However, it is precisely the right moment to do so. In fact, it is a matter of survival.

    The Swedish car industry is up for sale. SAAB and Volvo are on the block because their owners, GM and Ford respectively, can no longer afford to keep them. To then focus on developing your enterprise architecture (EA) might seem very strange. Yet, it is the right moment to do so for a number of reasons.

    Enterprise architecture transformation is difficult to achieve because it affects so many parts of your organisation and it needs the buy-in of so many different people. In addition it requires a sense of urgency to make it happen. All these conditions are, unfortunately, easier to achieve during an economic downturn. People resist change much less when the survival of the company and ultimately their jobs are at stake.

    So what is to be done? A good place to start with is to build the right EA-team structures that allow for a holistic view of the company. EA teams need to strengthen their business-level capabilities, build a consistent body of customer satisfaction knowledge and improve their skills in influencing the organisation. EA is clearly emerging as a strategic tool at the corporate level, and has moved outside the realm of IT. The bridge between business and IT is finally in place!

    So from an economic perspective, the future has never seemed less clear. But an architectured enterprise has the ability to navigate periods of uncertainty and emerge even stronger. Experience shows that companies that came through the strongest actually used economic disruption to improve their competitive position. What is your experience? If you have any thoughts, please don’t hesitate.

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