This is a chapter from the EDGY Cookbook (load complete PDF version of the EDGY Cookbook from this link).

Enterprise Design Viewpoints

There are many disciplines, practices, and capabilities involved in the change and operational activities of an enterprise. Each discipline has its own purpose and specific focus area. Enterprise Design and EDGY can be applied across all disciplines to facilitate holistic collaboration.

Enterprise Design and EDGY can be applied across all disciplines to facilitate holistic and human-centric collaboration.

The typical problem is that these disciplines often work independently and use different methods and tools. Each has its own focus areas, concepts, terminologies, and specialized competence roles. Enterprise Design, combined with EDGY, can integrate these distinct disciplines and enable cooperation by providing a holistic, coherent, and human-centric overview of the enterprise to support collaboration.

Disciplines and Competence Areas

The enterprise’s internal development activities are a complex mix of separate expert groups and practices, with insufficient interaction and collaboration between them. Each expert group operates with its own methods and tools, which are not well aligned or compatible with those of other groups.

The separation of different expert groups further complicates already challenging large-scale business transformations, effective operational performance, and delivering an excellent customer experience. Siloed work in distinct disciplines and separated practices can lead to several drawbacks that negatively impact organizational efficiency, innovation, and overall success.

Alert! A large portion of business transformation initiatives fail, operational activities are siloed and inefficient, and customer experience and -satisfaction are poor.

Challenges enterprises face:

The enterprise is under constant pressure from internal goals and external demands.

Competences, Skills and Roles. There are lots of different specialist groups in an enterprise. Many of these practices and specialist roles work in their own bubbles. Typically, distinct disciplines and separate practices operate in isolation within communication silos.

**Figure**: Examples of roles that participate in the disciplines of an enterprise.

All disciplines view the enterprise from their own perspective.

Enterprise Design Approach

Things can be improved by increasing and facilitating collaboration between internal expert groups and with customers. It is beneficial to use methods and tools that are easy for most people to adopt and use. Enterprise Design provide a comprehensive, holistic, human-centered and collaborative approach, along with a common language for all specialist groups. A holistic, human-centric, and collaborative approach is considered the most effective for designing and developing an enterprise because it ensures alignment of the enterprise’s goals, operations, and structures with the needs of its stakeholders (employees, customers, partners) and its long-term strategy.

Enterprise Design provides a common language, the EDGY, that all groups of experts can understand and easily learn to use, facilitating collaboration.

Enterprise Design is a holistic, human-centric and collaborative approach.

Enterprise Design approach with EDGY.

Characteristics of aspects:

The Enterprise Design approach can be utilized in many different use cases, and the Facet Model can be applied for diverse purposes. EDGY can be used as an easy-to-understand language that everyone can use. Enterprise Design bridges the gap between distinct disciplines. By adopting the Enterprise Design approach and EDGY language, business can bridge departmental gaps, increase operational agility, and ensure that the enterprise remains relevant and efficient in an ever-evolving landscape.

Benefits of the holistic, human-centered and collaborative enterprise design approach:

Enterprise Design facilitates the holistic, human-centric, and collaborative design to create better enterprises.

Enterprise Design is Holistic

Holistic. The Enterprise Design Facet Model is a practical tool for implementing a holistic approach to enterprise development. It ensures alignment between purpose, experiences, and operations, and fosters collaboration. This comprehensive perspective enables enterprises to adapt to change while delivering value to all stakeholders. By using the Enterprise Design approach and EDGY notation, enterprises can adopt a holistic approach that aligns their purpose, operations, and stakeholder interactions.

The enterprise design approach helps balance competing priorities: internal goals and operational activities, as well as the demands arising from customer needs.

The Enterprise Design Facet Model provides a structured tool for applying a holistic approach to ensure that all aspects of the enterprise are considered and aligned, human-centered, and designed for collaboration and adaptability. By integrating diverse perspectives, balancing priorities, and focusing on long-term impact, holistic overview creates a resilient, sustainable, and high-performing enterprise capable of thriving in a complex, ever-changing business environment.

Enterprise Design Facet Model introduces the perspectives of the enterprise (figure below).

The Enterprise Design Facet Model provides a holistic overview of the enterprise.

Enterprise Design is Human-Centric

Human-centrism is making enterprises more people-focused, empathetic, and inclusive. By designing with human *) (role or individual person) at the center, enterprises can create meaningful experiences, foster strong relationships, and achieve sustainable success while aligning strategic and operational goals with the needs of stakeholders.

A human-centric approach enriches enterprise design and development by ensuring that all strategies, decisions, and operations are based on the needs and experiences of people. When combined with a holistic and collaborative design approach, it enhances cross-functional alignment, drives innovation, and ensures sustainable, meaningful outcomes for both the enterprise and its stakeholders. Human-centered design covers experiences from all the stakeholder groups such as customers, users, employees, partners, owners, as well as individual personas.

People **) create stories and tell narratives about the business, culture, and enterprise. People experience journeys and complete tasks to be done. People perform in capabilities based on specific competence roles. People are everywhere in the human-centric design. Human-centrism is all about people, in and around the enterprise.

“Enterprise Design is about listening, talking to co-creators, and facilitating discussions and decision-making processes. It will be mediating between parties with seemingly conflicting perspectives and interests.” [2]
“An enterprise, is by default a human construct, is designed by definition: it is structured and brought to life by people with a shared ambition”. [2]
“Designing enterprises is a process of human co-creation and collaboration”. [2]

Comparing human-centered, people-centered and customer-centered design.

*) Human refers to humans at large scale, to individual persons in broad range of roles such as customers, employees, citizens.

**) People refer to groups of individuals. Focuses on social dynamics, cultural contexts, and group interactions.

Human-Centrism is important, as it defines the why and what aspects. In addition, the AI serves as an enabler to define how to enhance and execute human-centered goals.

Human-centrism focuses on designing solutions that serve the needs, emotions, and behaviors of humans in general, regardless of their specific role.

Enterprise Design is Collaborative

Collaboration. The collaborative approach is essential for the design and development of an enterprise, especially when integrating multiple disciplines. The collaborative approach ensures that all parts of the enterprise work together seamlessly, leveraging diverse expertise and perspectives. It is particularly valuable in complex, multi-disciplinary environments where alignment, innovation, and adaptability are crucial for success.

By focusing on open communication, shared goals, and co-creation, the collaborative approach delivers solutions that are effective, widely supported and sustainable. Collaboration fosters agility by breaking down silos, enhancing communication, and leveraging the strengths of cross-functional teams. It ensures rapid feedback, adaptability, and efficient resource use, enabling enterprises to deliver high-quality outcomes in dynamic and fast-changing environments. Collaboration fosters agility in design and development by enabling teams to work more cohesively, respond faster to changes, and deliver value efficiently.

Collaboration fosters agility in design and development by enabling teams to work more cohesively, respond faster to changes, and deliver value efficiently.

Enterprise Design and the EDGY language foster collaboration within an enterprise by providing a shared approach and common visual language that bridge gaps between diverse teams and disciplines.

Enterprise Design approach bridges the gap between distinct disciplines.

Multidisciplinary as a Collaborative Approach

A multidisciplinary collaborative approach involves professionals from different disciplines (e.g., design, engineering, marketing) working together to address a shared goal or solve problems. Each discipline contributes its unique perspective and expertise, fostering innovation and comprehensive solutions. This approach is particularly effective in areas like human-centric design, where understanding and addressing diverse customer / user needs requires input from multiple fields. Multidisciplinary combines expertise from different fields into collaboration to work toward common and shared goals.

Enterprise Design and Roles

Business change requires the collaboration of multiple roles across management, customer experience, operations, technology, and communication. These roles ensure that change initiatives are strategically aligned, operationally feasible, and human-centered, ultimately increasing the chances of success. Example roles that are involved in the enterprise design.

A holistic, human-centric, and collaborative enterprise design approach to developing products and services requires input from diverse disciplines and specialist groups. These groups ensure that the resulting solutions address customer needs, business goals, and operational realities. By involving these disciplines, enterprises can develop products and services that are not only innovative and user-friendly but also strategically aligned and operationally robust.

Short list of roles involved in enterprise design e.g.:

Business Analysts, Service Designers, Business Architects, Business Owners, Process Analysts/-Designers.

These above mentioned roles are essential to ensure that products and services align with business strategy, address customer needs, leverage data, integrate seamlessly into the enterprise, and support operational processes and enterprise change.

Long list of roles e.g. as follows:

Business Strategists, Service Designers, UX/UI Designers, Enterprise Architects, Product Owners, Data Scientists, IT Specialists, Customer Experience Specialists, Process Designers, Change Management Specialists, Behavioral Scientists, Marketing Specialists, Branding Experts, Financial Analysts, Program Managers, Project Managers, Legal Experts, Compliance Specialists, Sustainability Experts, Cybersecurity Specialists, Software Developers, Engineers, Facilitators, Design Thinking Coaches, Sales Representatives, Customer Representatives.

These roles are important as a holistic approach requires input from strategy, design, technology, operations, customer insights, and compliance to ensure solutions are human-centric, technically feasible, scalable, and sustainable, while also meeting legal and ethical standards. Enterprise Design integrates these roles of different expert groups.

Enterprise Design brings together experts working in different disciplines and roles.

Enterprise Design Insights

Customer Insight, Business Insight, and Operational Insight cover the essential dimensions of an enterprise context when designing products and services. Together, they create a holistic view that addresses the needs of the customer, the strategic goals of the business, and the practical realities of implementation. Together, these three insights provide a comprehensive view that balances user desirability, business viability, and operational feasibility. By focusing on these three areas, enterprises can create products and services that are not only well-designed from a user perspective but also strategically aligned and practically implementable.

These three categories collectively address the essential considerations in designing products and services within an enterprise:

Customer insight keeps the design user-focused and responsive to market needs.
Business insight aligns the design with the company’s strategic, financial, and branding goals.
Operational insight ensures the design is feasible, efficient, and sustainable given the organization’s current and projected capabilities.

Insights support product and service design of an enterprise.

Enterprise Design Executive Summary

By adopting the Enterprise Design approach and EDGY language, business leaders can bridge departmental gaps, increase operational agility, and ensure that their enterprise remains relevant, efficient and competitive in an ever-evolving landscape.

The new paradigm shift in organisational and business design emphasizes a holistic, human-centric, and collaborative approach, driven by a focus on interconnectedness and enterprise design. Three points:

Holistic Perspective: Enterprises are viewed as complex ecosystems, where every element, processes, people, technology, culture, and the external environment, must work in harmony. The focus shifts from isolated units to integrated systems thinking, fostering seamless interactions across all parts of the enterprise.
Human-Centric Approach: Prioritizes people (employees, customers, stakeholders) as the core of design and decision-making. Emphasizes empathy, inclusivity, and the creation of experiences that meet customer needs, enhance employee engagement, and provide meaningful work while creating value.
Collaborative Design: Encourages cross-functional collaboration within the enterprise and with external stakeholders. Moves away from hierarchical, siloed structures to flat, networked, and agile models that empower teams. Utilizes co-creation to involve stakeholders in shaping strategies, products and services and developing operations.

The holistic, human-centric, and collaborative Enterprise Design approach integrates people, systems, and strategies to create aligned, adaptable, and value-driven offerings and solutions that meet both customer needs and enterprise goals.

The Enterprise Design Facet Model can be applied for diverse approaches. It can be applied to cover the overall design and development of the enterprise.

Enterprise Design as a Holistic, Human-centric, and Collaborative approach

Enterprise Design facilitates a holistic, human-centric, and collaborative approach by aligning business strategy, customer needs, and operations, enabling enterprises to create meaningful, efficient, and sustainable products and services for people’s benefit. At a practical level, when people from different disciplines work together, Enterprise Design provides the Facet Model as an analytical tool to assist discussions, and EDGY language to facilitate communication.

**Figure**: “Holistic Triad” of enterprise design.

Holistic Thinking considers the enterprise as a connected ecosystem where all elements, processes, people, technology, and environment, work together seamlessly. Thinking holistically ensures that business design, business architecture, and service design work in tandem to create an enterprise that is aligned, efficient, and responsive to change. This approach allows for a well-coordinated execution of strategic goals, enhances customer satisfaction and optimizes capabilities.

Human-Centrism focuses on understanding and prioritizing the needs, behaviors, and experiences of people, customers, employees, and stakeholders, at the core of the design process.

Collaboration encourages cross-functional teamwork and stakeholder involvement to co-create solutions that align with both human needs and organizational goals.

Enterprise Design and EDGY can be applied across all disciplines to facilitate holistic and human-centric collaboration.

Business Design

Business Design is a multidisciplinary approach that integrates principles of design thinking with business strategy, innovation, and organizational development to create value-driven, human-centered solutions for enterprises. It focuses on designing not just products or services but the underlying business models, processes, and systems that make them viable, desirable, and feasible.

Business design consists of aspects such as human-centered approach, Business Model Innovation (BMI) *), systems thinking, cross-disciplinary collaboration, organisation design and brand design. As such, business design is integral part of Enterprise Design, which is the most comprehensive approach covering business design, service design and business- or enterprise architecture. By aligning business goals with human needs and operational realities, it enables enterprises to create sustainable, customer-centered, and competitive solutions. Business design ensures that enterprises can adapt to a rapidly changing business environment – the world around the enterprise. Business design integrates creativity, strategy, and practical execution to shape businesses that thrive in both current (as-is) and future (to-be) landscapes.

*) Business model innovation (BMI) is the process of fundamentally rethinking and redesigning the way an enterprise creates, delivers, and captures value. It goes beyond improving existing processes or products; instead, it involves creating entirely new ways for a business to operate, often challenging industry norms, capitalizing on emerging opportunities, and seeking disruptive innovations. Business model innovation is not just about making incremental improvements; it’s about reimagining how an enterprise operates to deliver value in groundbreaking ways. It is essential for staying relevant, efficient, competitive, and adaptable in today’s fast-changing business landscape.

Business Architecture

Enterprise Design introduces the Architecture Facet that represents all the architectural aspects and elements that are meaningful for operations and how an enterprise produces and delivers its offerings (products and/or service).

In this context, the Architecture is an umbrella term for all the diverse “architectures” that exists in an enterprise. We can identify several architectures e.g. as follows: Enterprise Architecture, Business Architecture, Solution Architecture, Information Architecture, Integration Architecture, Security Architecture.

Business Architecture (BA) covers most of the relevant elements that the business consists of. This makes Business Architecture suitable for design purposes, as it is both comprehensive and detailed enough. Business Architecture provides holistic view of how an enterprise operates, helping to ensure that its structure and behavior (capabilities, processes) are aligned with strategic goals. It bridges the gap between strategy and execution, ensuring that business operations support the overall mission and goals of the enterprise.

**Figure**: The role and importance of architecture are essential.

The Architecture Facet of the Enterprise Design Facet Model represents elements that can be related to the Business Architecture. Simplification of the Business Architecture content shown below. This view is a subset of enterprise design elements that altogether represent the enterprise.

The elements of Enterprise Design describe the entire enterprise, the business as a whole.

This business entity, the enterprise, is a system in which everything influences everything else, and it does not make sense to examine it only partially. The Enterprise Design Facets and their intersections together represent the entire business, where all the elements are interconnected. As such, the Enterprise Design Facet Model represents the whole enterprise, as it is important to view the entire business as a whole. Business Architecture metamodel according to BIZBOK® guide shown below.

Business Architecture content by the BIZBOK® is shown below.

**Figure**: BIZBOK® metamodel with EDGY elements.

BIZBOK® is created by the Business Architecture Guild®.

The figure below illustrates the scopes and levels of the architectures.

Business architecture focuses on aligning enterprise’s strategy, business model and operating model with capabilities. Questioning about the capability as a concept:

Why capability is an important concept?
Why not use another concept instead, as there are few of them already, such as function, process and service?

In the big picture, the name of the concept isn’t what matters. What is important is that certain substantial and behavioral elements are commonly understood and accepted. These elements can be used for the logical grouping of an enterprise’s business. They include all the people, processes, and assets that work together to produce and deliver specific outputs or outcomes. The capability concept encompasses all of these. As such, capability model (capability map) can serve as a framework for organizing the business into behavioral structures.

Service Design

Service Design is a human-centered approach to designing and improving services. It focuses on understanding customer needs and creating seamless, enjoyable experiences across all touchpoints. Service design considers both the customer journey and the organization’s internal processes, aiming to align them for optimal service delivery.

Customer Insight refers to a deep understanding of customers’ behaviors, needs, motivations, and pain points. This understanding is derived from researching and analysing customer experiences, attitudes, situation in life, and preferences etc., which allows designers to make informed decisions that enhance the value and relevance of the service. It involves gathering data and insights about how customers interact with a service, what they value, and the challenges they face. Customer insight provides the foundation for creating user-centered services that meet real needs and enhance the overall customer experience. Customer insight is crucial in service design because it grounds the design process in real user experiences, ensuring that services are relevant, valuable, and capable of meeting or exceeding customer expectations. Customer insight is a critical input for the service design process. It serves as the foundation for understanding customer needs, behaviors, expectations, and pain points, guiding the design of user-centered services.

Customer insight is input for the service design process.

Service Design and Business Architecture – better together

Service Design and Business Architecture have strong synergy because they complement each other in aligning the design of services with the operational foundation of an enterprise. They combine customer-centric thinking with enterprise-level operational view (like Jin and Jang).

Together these practices help creating a balance between desirability, feasibility, and viability. This integrated approach ensures that services are impactful, sustainable, and fully supported by the enterprise’s capabilities. Their synergy lies in combining the human-centered approach of service design with the systemic and structural perspective of business architecture, resulting in solutions that are both desirable for customers and feasible for the enterprise.

Service design and business architecture complement each other.

By working together, service design and business architecture ensure that innovations are customer-driven (desirable), strategically aligned (viable, lucrative and cost-effective), and operationally sustainable (feasible), making organizations more agile, competitive, and capable of delivering exceptional value to both customers and stakeholders.

**Figure**: Business Architecture + Service Design = Business Design.

Service Design and Business Architecture are better together.

Synergy benefits of Service Design and Business Architecture

There are several reasons why service design and business architecture work better together than as separate disciplines:

There are several synergy benefits in the collaboration between service design and business architecture, as illustrated by the following examples:

Synergy benefits arise when service designers and business architects work together in collaboration.

Service designers and business architects design together what customers’ need, what services are required and what information is handled and switched between processes or applications. Business people make the decision what solution is to be selected to support business.

Collaboration benefits of Service Design and Business Architecture

Collaboration between service designers and business architects can be highly advantageous as it combines complementary skill sets to create customer-centric, strategically aligned services. Here’s how they can collaborate in practice:

Collaboration between service designers and business architects is advantageous, as it combines complementary skill sets to create customer-centric services that are strategically and operationally aligned.

The collaboration between service designers and business architects results in better designs, concepts, and implementations of services and products.

Service designers and business architects can share a variety of tools and methods to facilitate collaboration, align their perspectives, and achieve cohesive solutions. These tools and methods are often centered around understanding customers (users), mapping processes, and aligning business goals.

All in all, when it comes to methods and tools, the mindset in the Enterprise Design approach is both-and, not either-or, meaning that all proven methods and tools are valid and usable.

Enterprise Design approach with EDGY supports co-design.

Here are some examples of benefits how service designers and business architects can utilise Enterprise Design and EDGY with appropriate tool (there are plenty of tools available ranging from free open-source solutions to commercial products with extensive features):

Service Blueprinting provides a holistic view that bridges user experiences and internal processes.
Co-create detailed service blueprints to connect customer experiences with backend operations.
Visualize and streamline business processes and service delivery processes.
Manage iterative co-design and implementation processes collaboratively.
Align on how customers experience the service across different stages and touchpoints, including back-end processes and supporting applications.
Helps both service designers focus on user experience and business architects understand process impacts.
Stakeholder Mapping to identify and analyze all key stakeholders and their roles in delivering or experiencing the service.
Outline the value proposition, target audience, channels, and resources needed to deliver a service.
Align business architecture goals with customer-focused strategies.
Customer Journey Mapping to map and analyze the flow of value through processes and applications.
Collaboratively generate ideas, prioritize features, and solve problems.
Build alignment and ensure all perspectives are considered in decision-making and design.
Prototyping and Testing to develop low-fidelity to high-fidelity prototypes to validate ideas with stakeholders and customers to ensure alignment with business goals and customer needs.
Evaluate how proposed changes impact customers, processes, and business outcomes.
Create visualisations and presentations of key user groups to understand their needs, goals, and behaviors.
Ensure solutions are grounded in real user insights and aligned with business objectives.
Identify risks associated with service delivery or business processes.
Balance the creative aspects of service design with the operational stability valued by business architects.
Ensure both service designers and business architects align their efforts toward a unified vision.
Streamline workflows by eliminating redundant tools or processes.
Create a common, simple, easy and visually appealing language for discussing customer needs, business goals, and operational capabilities.
Enable solutions to evolve with the enterprise’s changing needs.

By utilising Enterprise Design with EDGY and leveraging shared tools and methods, service designers and business architects can foster greater collaboration and co-create services that are human-centric and aligned with business operations and enterprise goals.

Enterprise Design and EDGY ensure that the outcomes are better when created in collaboration between service designers and business architects.

Futures Design

Futures design *) is a forward-thinking approach that focuses on exploring, envisioning, and designing multiple possible futures to help enterprises, communities, or societies anticipate and prepare for change. It integrates principles from futures studies and design thinking to develop scenarios, prototypes, and strategies that address uncertainties and potential outcomes, ultimately guiding decision-making and innovation.

Unlike traditional design, which may focus on specific goals or outcomes, futures design embraces the possibility of multiple futures. This is often referred to as “futures plural,” meaning that many possible futures exist depending on decisions, trends, and unforeseen changes.

Futures Design combines strategic foresight, creative design, and actionable planning to create a holistic view of the future.

*) Futures Design (in plural) and Future Design differs from each other in their focus. Futures design, a plural term, emphasizes the exploration and planning of multiple potential future scenarios. Future design, focuses on designing for one vision or specific direction of the future. The plural and the single.

Here’s a techniques involved:

Scenario Building: Futures design often includes scenario building, where different future contexts are created based on trends, uncertainties, and potential disruptions. This helps in visualizing how various factors could shape the future and prepares organizations to adapt.
Speculative Prototyping: This involves creating prototypes that illustrate how people might live, work, or interact with products in possible future scenarios. These prototypes can be physical, digital, or conceptual, and help make abstract ideas more tangible.
Trend Analysis: Futures design includes trend analysis (identifying and analyzing current trends) and signal analysis (examining early indicators of change). These insights inform potential future scenarios.
Backcasting: This is a method where the desired future scenario is defined first, and then steps are outlined to move from the present to that future. Backcasting helps enterprises create actionable plans to achieve their preferred future.

Futures design helps enterprises become more adaptable by preparing for various future possibilities, rather than relying on one predictable outcome. By exploring different scenarios, enterprises can make decisions today that account for potential future risks and opportunities. Futures design encourages innovative thinking and builds resilience, as it challenges traditional ways of planning and considers emerging trends and disruptions.

Enterprises can use futures design to develop strategies that are flexible and account for technological, social, or economic shifts. Governments and non-profits can explore future scenarios related to public health, education, or environmental challenges, helping them create resilient policies. Cities can design infrastructures and communities that are adaptable to changes like climate events, population growth, or technological advancements.

Summary. Futures design is a strategic and creative approach that leverages insights from future scenarios, trends, and design thinking to envision and prepare for multiple potential futures, ensuring that enterprises and societies can better navigate complexity and uncertainty.

Futures design is a practical approach for organizations to envision and prepare for multiple potential futures.

By combining Enterprise Design’s holistic, human-centric and collaborative approach with EDGY’s visual graph-based modeling to support futures design, enterprises can:

Foresee future challenges through scenario planning.
Align strategy and operations for actionable outcomes.
Collaboratively innovate by exploring interdependencies visually.
Adapt to complexity by iterating resilient solutions.

Enterprise Design with EDGY contribute futures design by supporting:

1. Holistic and Systems Thinking

Enterprise Design takes a systems-level view, connecting business models, services, technology, and organizational structures to align with future goals.
EDGY enhances this by visualizing and mapping interdependencies within enterprises.
This enables leaders to identify gaps, opportunities, and pathways for sustainable future outcomes.

2. Collaborative Innovation

Futures design requires collaborative decision-making. Enterprise Design fosters collaboration across disciplines – strategy, service design, and technology – to co-create future-proof solutions.
Enterprise Design with EDGY facilitates collaborative, graph-based visualization, enabling diverse stakeholders, including business owners, designers, business architects, and technology specialists, to co-create solutions.
EDGY supports this by graphing how various design elements (services, processes, capabilities) interplay. This visual interplay allows teams to explore scenarios and impacts collaboratively.

3. Designing for Complexity with Human-centric Focus

Futures design involves addressing complex challenges (e.g., sustainability, digital transformation) that often affect people’s daily lives.
Enterprise Design with the Facet Model provides a scalable approach to apply human-centered principles across all levels of an enterprise, from strategic vision to operational design.
EDGY clarifies complex systems, enabling enterprises to identify human-centered opportunities within broader societal or organizational transformations.

4. Scenario Planning and Futures Exploration

Enterprise Design approach can be used for integrating scenario planning to explore multiple potential futures, preparing enterprises for uncertainty.
EDGY strengthens this by enabling modeling “what-if” relationships among enterprise elements such as services, processes, and capabilities.
This visual clarity allows enterprises to prototype alternative futures, test assumptions, and plan adaptive strategies.

5. Alignment of Strategic Vision and Execution

Enterprise Design bridges the gap between strategic vision (long-term futures) and actionable plans.
EDGY enables decision-makers to connect data and insights about people (e.g., customer journeys, pain points, personas) with organizational strategies, capabilities, processes, structures, and technologies – and show their interdependencies visually.
This ensures that futures design is not only aspirational but also grounded in operational feasibility.

Enterprise Design with EDGY empowers enterprises to not only envision the future but also design and execute pathways to achieve it.

Ecosystem Design

Ecosystem design is a strategic approach that focuses on creating and managing interconnected systems of stakeholders, capabilities, processes, and technologies that collectively deliver value. It moves beyond isolated products or services to consider the broader ecosystem where businesses, customers, partners, and technologies interact and collaborate.

Ecosystem design ensures that enterprises can:

Facilitate seamless collaboration across multiple enterprises (entities, internal teams, external partners).
Deliver holistic value by aligning interdependent systems and stakeholders.

Unlike designing for isolated products or services, ecosystem design considers the holistic network of relationships and ensures adaptability, resilience, and value generation across the entire ecosystem.

Ecosystem design considers the holistic network of relationships between entities.

Customers are key stakeholders. Customers are treated as active participants in the ecosystem, influencing its design and evolution. Their interactions with the business and other ecosystem components are mapped to ensure relevance and value delivery.

The customer is both the focus and the driver of ecosystem design, ensuring that all components work together to deliver meaningful and sustainable value. Customers are placed at the center of the ecosystem, and their needs, behaviors, and expectations drive decisions. The ecosystem is designed to deliver solutions that address customer pain points and create value across the entire customer journey, which spans multiple enterprises/organisations. The customer perspective is visualized using customer journeys to identify touchpoints, pain points, and opportunities for improvement. This ensures that the ecosystem supports seamless experiences across all channels and interactions.

**Figure**: In an ecosystem, the customer journey spans services from multiple organisations.

Ecosystem design emphasizes alignment, collaboration, and adaptability within a holistic system, rather than focusing on isolated elements.

In the ecosystem context, customer journeys and customer experiences are managed holistically across the entire ecosystem, ensuring seamless interactions during all the phases (pre-service-, service- and post-service periods). All customer touchpoints, whether digital, physical, or human, are aligned to create a consistent experience with customer-centric focus. All the involved enterprises and their Internal teams (e.g., service designers, architects, developers) and external partners collaborate to design and deliver optimized experiences.

Enterprise Design provides a structured approach for ecosystem design, ensuring alignment between the identity, architecture, and experiences of the ecosystem – to align all aspects of the business, such as people, processes, applications, data, and technology, with ecosystem goals as follows:

EDGY language enhances enterprise design through graphical modeling of relationships, dependencies, and interactions across entities and their elements (services, processes etc.). EDGY brings precision and clarity to ecosystem design by focusing on the interplay of elements.

Ecosystem design benefits from enterprise design’s Facet Model, which ensures a balance between identity, structure, and experience, and EDGY, which enables visual interplay for mapping and managing relationships. Together, they provide the tools to design, implement, and govern complex ecosystems.

By combining Enterprise Design and EDGY, enterprises can:

Design Holistic Ecosystems:
- Align identity, architecture, and experience to create integrated, resilient, and adaptable ecosystems.
Deliver Human-Centric Experiences:
- Prioritize seamless, meaningful experiences for all stakeholders within the ecosystem.
Enhance Collaboration:
- Break down silos and promote shared understanding across stakeholders.
Visualize Complexity:
- Use EDGY to map relationships, flows, and dependencies between ecosystem participants.

An ecosystem shares certain qualities with a single enterprise but is broader, more dynamic, and less centrally controlled. However, the Enterprise Design approach with EDGY can be used as a tool for ecosystems and all enterprises, regardless of their size or scope.

Enterprise Design with EDGY is suitable for enterprises of any size or scope.

Societal Design

Societal design focuses on addressing complex societal challenges by designing systems, solutions, and structures that create sustainable value for society as a whole. It combines design principles with systems thinking to deliver positive social, economic, and environmental impact. The approach considers stakeholders, societal needs, and systemic changes across communities, enterprises/organisations, and institutions.

Societal design aims to drive change by fostering innovation, improving inclusivity, and aligning human, economic, and technological elements to benefit society.

Societal Design focuses on designing solutions that create sustainable societal value.

Societal Design is a human-centered approach to designing service entities based on people’s everyday lives. It shifts focus from technology-driven development to a societal context.

Societal Design addresses global challenges by placing people’s everyday life at the center of service and societal development.

The Role of Human-Centrism, Holistic Approach, and Collaboration in Societal Design

Human-Centrism:
- Societal design prioritizes people and communities as the focal point of all solutions.
- It ensures that societal systems address real human needs, promote inclusivity, and improve the quality of life for all stakeholders.
- Empathy-driven design uncovers pain points and opportunities to create meaningful, equitable outcomes.
Holistic Approach:
- A systemic view ensures that societal challenges are addressed comprehensively by considering their interconnected nature.
- Solutions are designed to balance economic, environmental, and social factors, fostering sustainability and long-term impact.
- Holistic thinking helps enterprises consider both the big picture and the operational details necessary for implementation.
Collaboration of Entities and Disciplines:
- Societal design requires cross-disciplinary collaboration between governments, businesses, non-profits, and communities.
- Enterprise design, facilitated by EDGY, enables stakeholders to work together effectively toward shared goals.
- Collaboration breaks down silos, encourages co-creation, and aligns diverse capabilities to address complex societal challenges.

Human-centrism, holistic approaches, and collaboration ensure that societal design addresses real needs, considers interconnected systems, and fosters cross-disciplinary teamwork for meaningful and sustainable outcomes.

Enterprise Design provides a structured way to address societal challenges by ensuring alignment, coherence, and value creation across systems as follows:

Identity
- Defines the purpose, values, and role of the enterprise or ecosystem in addressing societal goals.
- Clarifies who we are as a contributor to society and what positive change we aim to achieve.
- Helps align societal goals with the enterprise’s strategy to act responsibly and transparently.
Architecture
- Maps out the applications, organisations, people, and processes needed to support societal initiatives.
- Provides a framework for managing relationships, capabilities, and resources across multiple enterprises, and stakeholders.
- Ensures scalability, adaptability, and alignment with societal needs.
Experience
- Focuses on delivering human-centered solutions that meet the needs of people and communities.
- Designs inclusive and equitable experiences across touchpoints to foster engagement, trust, and collaboration.
- Enhances the social impact by prioritizing accessibility, inclusivity, and empathy.

Enterprise Design with its Facet Model (Identity, Architecture, Experience) provides structure and alignment to societal initiatives, and EDGY enables the visualization and management of relationships across complex societal ecosystems.

Societal design integrates human-centered, collaborative approaches to solve complex societal challenges.

Enterprise Models

The Enterprise Design Facet Model can be applied to many different ways to analyse and design the enterprise. The Enterprise Design Facet Model[1] can be applied as a method or an analytical tool, and the EDGY as a modelling notation. An example of using the Facet Model for analysing the models of enterprise, e.g. in these three models: business model, operating model and customer-centric model (a.k.a. customer-engagement model).

The business model, operating model, and customer-centric model are interconnected frameworks that guide why and how an enterprise creates, delivers, and captures value. Each focuses on different aspects of the organization but works synergistically when aligned.

[1] All methods, frameworks, and tools are limited, but some are useful. Enterprise Design with EDGY is simple yet powerful enough to fit most design challenges.

Business Model

Customer-centric Model

Customer-centric model with EDGY elements below.

Operating Model

Operating model with EDGY elements below.

Enterprise Design and Enterprise Architecture

Enterprise Design and Enterprise Architecture are closely related disciplines that both aim to improve the functionality, efficiency, and alignment of an enterprise. However, their focus areas and methods differ, creating a complementary relationship.

Both seek to align an enterprise’s capabilities, processes, and resources with its strategic goals. Both aim to create coherence within the enterprise, ensuring that design and architecture support the business strategy.

Enterprise design provides a holistic, human-centric and collaborative view of the enterprise, focusing on customer experiences, service delivery, and strategic alignment.
Enterprise architecture takes a systemic and technical view, focusing on structures, processes, and applications needed to implement and support the design.

Enterprise architecture can merge with enterprise design and leverage its holistic, human-centric and collaborative approach, not only without conflicts but with substantial relevance and advantage. Enterprise architecture can benefit from enterprise design’s holistic approach, which considers not only the architecture but also the business strategy and the customer’s perspective. Enterprise Design covers Enterprise Identity, Enterprise Experience and Enterprise Architecture.

**Figure**: Enterprise Design is a holistic approach that covers all what is meaningful in an enterprise.

Enterprise Design approach ensures alignment across all components of the enterprise, enhancing effectiveness and coherence:

Holistic Perspective: Enterprise Design integrates all aspects of an enterprise, including strategy, organisation, culture, processes, applications, data, and customer interactions.
Focus on Meaningfulness: Enterprise Design ensures that every part of the enterprise contributes value and aligns with its purpose, goals, and customer needs.
Systemic Approach: Enterprise Design doesn’t just address isolated issues; it views the enterprise as a connected system where changes in one part affect the whole.

Enterprise Architecture (EA) can benefit from Enterprise Design’s holistic, human-centric and collaborative approach.

**Figure**: Enterprise Design covers Enterprise Architecture, Enterprise Experience and Enterprise Identity.

Differences Between Enterprise Design and Enterprise Architecture:

While enterprise design focuses on what the enterprise should deliver to meet customer and business needs and how it should engage with its stakeholders, enterprise architecture focuses on how the enterprise organizes its resources and applications to deliver those outcomes. When combined, they provide a powerful framework for creating enterprises that are both innovative and operationally efficient.

Enterprise Design is about designing the enterprise’s value propositions and experiences with a human-centric lens.
Enterprise Architecture is about building the enterprise’s structure and systems to support and operationalize those designs.
Together, they bridge creativity and execution for a well-aligned and effective enterprise

Enterprise Architecture (EA) is at a crossroads

Enterprise Architecture (EA) can survive as a discipline on its own and choose between maintaining the traditional track or shifting to a more business-oriented approach. Alternatively, EA can integrate with other disciplines and become part of Enterprise Design. This requires changes in thinking, practices, tools, and methods. The benefit is staying relevant and achieving a better position in the overall changes and transformations within the enterprise. Rebranding the entire EA discipline can open new possibilities to make its value more beneficial to new stakeholder groups than before.

Rebranding Enterprise Architecture (EA)

Examples of actions to make enterprise architecture more efficient and beneficial for the enterprise’s business.

From traditional EA to Business-Outcome-Driven Enterprise Architecture (BODEA)

A focus area for enterprise architecture is business-outcome-driven EA (BODEA) as Gartner has introduced it.

BODEA “starts with business architecture to align business and IT by putting the “Why” and “What” of EA before solutions and technical architecture, the “How” of EA. Business-outcome-driven approach shifts EA from the traditional EA to more business-oriented. Traditional EA “is technology-centric that focuses on solutions and technical architecture with an emphasis on projects as well as command and control governance” according to Gartner. [Ref: 8 Steps to Start a High-Impact EA Practice, Gartner, 2024].

EA as Internal Management Consultancy (IMC)

A preferred shift to more business focused defines EA as an internal management consultancy (IMC). “IMC is stakeholder-centric. IMC extends BODEA by delivering EA services to meet the needs of stakeholders. It professionalizes the EA practice by offering advice and guidance, working in a responsive and agile way, using adaptive governance”. [Gartner]

From BODEA TO IMC

The shift in enterprise architecture from traditional EA to internal management consultancy (IMC) represents the next organic maturity step, evolving from being business-outcome-driven to becoming a real, practical advisor and collaborative partner within the enterprise. If enterprise architects (EAs) want to shift from being technical specialists to more business- and human-oriented professionals, they can adopt a variety of tools and approaches that emphasize collaboration, accessibility, and business alignment.

EA Criticism

There are reasons why EA needs to rethink its role and relevance.

Enterprise Architecture (EA) has not been success. EA has often failed and faced criticism for its lack of success in delivering value in many enterprises – even though EA covers crucial aspects of the enterprises. EA has disconnected from business management and customer experience. The criticism has focused on the following issues:

Problems with Enterprise Architecture in the Finnish public sector, that are typical and common to many organisations in many countries, are handled in the dissertation by K. Penttinen: The long and winding road of enterprise architecture implementation in the Finnish public sector, dissertation, Penttinen, K., 2018, University of Jyväskylä, Finland. https://jyx.jyu.fi/handle/123456789/60447?locale-attribute=en

The world for which traditional Enterprise Architecture (EA) was created no longer exists. Today, business is faster and more agile, and the pace of change requires a more flexible and collaborative approach.

EA Opportunities

What enterprise architects could do to keep their professional relevant in enterprises?

Enterprise architects can remain relevant by evolving from technical specialists to strategic business enablers. By focusing on value delivery, human-centricity, agility and communication, they position themselves as indispensable contributors to enterprise growth and transformation. Enterprise architects need to reinvent themselves and embrace renewal. To remain valuable in today’s fast-changing business environment, enterprise architects must transform their roles and approaches.

What enterprise architects could (= should) do to stay relevant:

Enterprise architects must evolve from being technical specialists to strategic business enablers who drive value and adaptability. By becoming agile, business-focused, and human-centric, they can secure their roles as indispensable leaders in the modern enterprise.

Enterprise architects must shift from technical specialists to strategic business partners.

Tools, Frameworks, and Methods

No tool alone can make a discipline successful, and ‘a fool with a tool is still a fool.’ Success depends on how the tool and visualization are used. Is it easy for everyone to use, or difficult for most people?

What kind of tools and visualisations are the most useful and valuable to EAs shift their focus from technology-driven to business-outcome-driven planning. EAs can utilise e.g.:

Visual Collaboration Tools, that simplify communication and foster collaboration across technical and non-technical stakeholders. E.g. digital whiteboards for brainstorming, journey mapping, and collaborative workflows. These make architectural concepts more accessible and encourages input from all stakeholders, they visualize processes and systems in an intuitive way, bridging technical and business perspectives.
Diagramming Tools, for creating simple, human-readable diagrams that anyone in the enterprise can understand. E.g. Draw.io (https://www.drawio.com/ and https://app.diagrams.net/ ), a lightweight, free tool for creating flowcharts, process diagrams, and capability maps etc. Or Customer Journey Mapping Tools to incorporate customer experience into architectural planning by mapping customer journeys, stakeholder insights and touchpoints, e.g. with Smaply (https://www.smaply.com/ ).
Enterprise Design Approach and language, for holistic overview that integrate human, business, and technical perspectives. E.g. EDGY, a simple visual language for aligning stakeholders and disciplines that can be used diagramming tools (such as Draw.io) and with plain old PowerPoint.
Simplified EA Tools with Business Alignment Features, adopt tools designed for both business and IT users, e.g. Confluence (https://www.atlassian.com/software/confluence ), that allows people to create content in diverse formats such as plain text, tables or figures.
Data Visualization and Analytics Tools, make data-driven architectural decisions that resonate with business stakeholders. E.g. Tableau / Power BI.
Agile and Lean Tools, integrate agility into EA processes to better align with business priorities and reduce time-to-value. E.g. Jira (https://www.atlassian.com/software/jira ).

Using tools effectively requires discipline; otherwise, the structure of content degenerates, and the quality of outputs suffers. Managing the content requires continuous refactoring and care, agreed and shared practices, and a governance model, or otherwise, the content becomes fragmented. A tool doesn’t make the quality of content, a tool doesn’t make good visualisations but discipline and commonly agreed guidelines. As a result of this, the outputs, the artifacts, the visualisations are understandable, usable and valuable. Paraphrasing Wittgenstein: “the meaning of visualisations lies in their use”.

“The meaning of visualisations lies in their use.” [Applying Wittgenstein]

“A fool with a tool is still a fool.”

EAs can move toward a business- and human-oriented role by adopting tools that:

Simplify complexity for non-technical stakeholders.
Focus on business capabilities, customer journeys, and strategic alignment.
Foster collaboration and communication across all levels of the enterprise.

This shift will make enterprise architecture more relevant and valuable in driving business success.

Overemphasis on theoretical frameworks and models, combined with complex tools, makes enterprise architecture too cumbersome and inaccessible for other stakeholders, such as business people. Enterprise architecture tools are often too technical for non-technical stakeholders to use, and the models and diagrams, while detailed and accurate, are often difficult to understand.

Too theoretical and technical – too difficult for other stakeholders.

Tool with a repository – or not?

The necessity of an enterprise architecture (EA) repository managed within specialized and complex tools depends on the enterprise’s specific needs, but modern trends increasingly favor tools that facilitate collaboration and accessibility.

When can an EA tool with a repository be useful:

If the enterprise’s architecture involves highly complex systems, processes, and dependencies, a specialized EA tool may be necessary for detailed modeling and analysis.
In highly technical environments where deep system-level analysis is required, these tools can be useful.
When reusability of the elements is necessary.

When can a collaboration tool (without a repository) be reasonable choice:

If cross-disciplinary collaboration and shared ownership of enterprise artifacts (models, visualisations, descriptions) are important (to prevent siloing and stakeholder group isolation).
In business- and customer-driven enterprises, where tools should be accessible and understandable also to non-architects, such as business people, designers.
When simplicity and accessibility are necessary, so that diverse stakeholder groups can easily share a common understanding of designs.
When agility and flexibility are needed, like in n fast-moving environments, lightweight and shareable tools may be more adaptable, enabling quicker updates and easier access for all stakeholders.
For holistic Enterprise Design, where designers and architects are working together for customers’ benefit.

Enterprise Design Principles

Principles serve as foundational guidelines or rules that inform the design, structure, and operation of an enterprise. These principles ensure that the enterprise remains aligned with its strategic goals while addressing the needs of stakeholders (customers, employees, owners etc.).

Enterprise Design Maturity Model

A maturity model for Enterprise Design and EDGY could help enterprises assess their progress in adopting a holistic, human-centered approach to design and collaboration across disciplines. Here’s an example of a five-step maturity model for Enterprise Design and EDGY:

**Figure**: Maturity steps (according to typical progress).

This model helps enterprises increase their maturity in using Enterprise Design and EDGY to drive alignment, enhance collaboration, and continuously improve adaptability and effectiveness. Each step builds on the previous one, fostering a more unified and agile enterprise.

Enterprise Design Examples

Concept Design

Concept design refers to the phase where the foundational ideas and high-level design of a product, service, or system are developed before moving into the implementation and operation phases. This is an essential early stage that focuses on defining what will be built and why, ensuring that the end product aligns with customer needs and business objectives.

**Figure**: Concept Design phase in the Development Value Stream.

Concept Design Principles. Viability, feasibility, and desirability are core principles used to evaluate and shape ideas to ensure they are practical, sustainable, and meet user needs

In every demand and in every concept, the following three priniples must be met:

Desirability: the customer perspective, we must ensure that the service or product meets the customer needs and expectations, and it is usable, valuable and benficial for the customer. The service must be beneficial, relevant, provide good user or customer experience and fulfill customer needs. We should always ask questions like: “Do people want or need this service / product?” “Do customers pay for this?”
Viability: there must be a business model behind the concept. It must be aligned with business goals and strategy, economically sustainable, and cost-effective. Essentially, it answers the question, “Can this service survive and thrive?”
Feasibility: examines the practicality, efficiency, and reliability of the service or product, ensuring it is both operationally and technically feasible to implement. It considers the operational and technical resources required to produce and deliver the service effectively, including people’s skills and competencies, processes, and assets (such as technology and infrastructure). Feasibility addresses. Feasibility answers the question, “Do we have the means and resources to make this service a reality?”

In successful enterprise design, these three principles intersect, creating solutions that are desirable for users, feasible to implement, and viable for the business. Balancing these three principles, desirability, viability and feasibility, ensures that services are both user-centered and sustainable within the organization. For a demand or concept to be successful, it should ideally balance these three aspects:

Desirable but not viable or feasible: The concept may be attractive to users but could fail due to high costs or operational (e.g. technical) limitations.
Feasible but not desirable or viable: The concept can be built but may not meet user needs or generate enough value to sustain itself.
Viable but not desirable or feasible: The concept might be cost effective and profitable in theory but could be difficult to implement or not resonate with users.

The goal in enterprise design is to find the sweet spot where a concept is desirable to users, feasible to implement, and viable for the business, ensuring long-term success and sustainability.

**Figure**: Concept Design principles and viewpoints.

In successful enterprise design, these three principles intersect, creating solutions that are desirable for users, feasible to implement, and viable for the business.

Concepts and solutions are interconnected yet distinct elements in the process of problem-solving, innovation, and design. The concept provides the “why” and “what”, the vision and rationale for addressing a challenge or opportunity, while the solution provides the “how”, the specific implementation plan that operationalizes the concept. Both are essential, with the concept ensuring alignment with strategic goals and the solution delivering practical outcomes.

Concept Design is a co-design process, which is triggered by certain demand (event or need) that is occurred in the business environment of the enterprise. Concept design can encompass the following phases and artifacts:

Problem definition: drivers, goals and outcome
Customer needs: customer- and organisation views (Service Blueprint, BMC etc.)

A concept content example shown below. A concept design canvas can be used for defining the customer need and possible solution.

Making changes is asking questions. The purpose of Concept Design is asking right questions to analyse why a change is needed, what is the change, who benefits from the change and how the change can be implemented.

Capability-Based Approach

The Capability-Based Approach focuses on identifying, planning, developing, enhancing and operating the enterprise’s business capabilities necessary for achieving strategic goals. As such, capability-based approach enables strategy execution. In addition, the capability-based approach leverages the capability-first principle, which makes capabilities the primary units of management, design, planning, and operations within the enterprise. Effectively this means that capabilities link the strategy, business model and operating model of the enterprise.

**Figure**: Capabilities link strategy, business model and operating model.

A capability refers to an enterprise’s ability to perform a specific activity that is essential for delivering value and maintaining competitive advantage. Capability-based approach ensures that an enterpirse allocates resources, invests in skills, and optimises processes that are critical to its success.

Instead of focusing on individual initiatives or projects, capability-based approach emphasises building and strengthening the capabilities that are most important for the enterprise’s strategic success. Capabilities are developed based on their alignment with the enterpise’s strategic goals. By understanding which capabilities are necessary to execute the strategy, the enterprise can focus and invest in the right areas.

Holistic. Capability-Based design, -planning and -development is a holistic approach. Capabilities are typically a combination of people, processes, and assets (such as data, applications, technology, and resources). Capability-based approach considers how these elements work together to enable the enterprise to achieve its goals.

Incremental and iterative. Capability-Based approach is incremental and iterative, as the business environment is in continuous change, and so is the enterprise. They continuously assess their capabilities, identify gaps or weaknesses, and focus and invest in improvements to enhance those capabilities over time.

Cross-Functional Collaboration. Since capabilities are enterprise-level, unique, and agnostic to organisational structures, they span across multiple units, departments, or functions. Capability-based approach encourages collaboration between different parts of the enterprise to ensure that all necessary components are integrated. This approach helps prevent the silo effect, where distinct units develop their own components in isolation, without an enterprise-wide analysis.

Strategic. Capability-based approach is a strategic approach that helps enterprises align their internal strengths (capabilities) with their long-term strategic goals. By focusing on developing the right capabilities, whether related to people, processes, or technology, enterprises can improve efficiency, drive innovation, and maintain a competitive advantage. This approach ensures that all initiatives are connected to the enterprise’s strategy, enabling more effective execution and resource allocation. A key tool in capability-based approach is the capability map, which visualises the enterprise’s core capabilities and how they support strategic goals. The map helps in identifying gaps and areas where development is needed.

Capability-Based Approach is strategic, holistic, iterative and incremental.

Comparing capability-based approach with continuous demand-based development, and concept design. They are interconnected approaches that together drive an enterprise’s ability to respond to changing business needs, innovate, and maintain competitive advantage.

Capability-based approach, continuous demand-based development, and concept design are highly interrelated approaches in an enterprise’s development strategy. Capability-based approach builds the foundational skills, processes, and technologies needed for long-term success. Concept design drives innovation and identifies new opportunities for capability building, while continuous, daily-basis demand-based development ensures that the enterprise can respond quickly to short-term needs. Together, they create a dynamic system that allows for both innovation and operational agility, ensuring that the enterprise is well-positioned for success in an ever-changing environment.

Capability-based approach provides the foundation for daily-basis development: the capabilities built through capability-based approach enable enterprises to respond effectively to daily demands. A capability map is the base map of the enterprise’s business operations.

Capability-based approach provides the foundation for daily-basis development.

Concept design is an early-phase development activity focused on creating innovative solutions, products, services, or processes. It involves ideation, prototyping, and exploring new ideas based on customer or market needs. Concept design often occurs at the front end of innovation. Concept design identifies new ideas and opportunities that may require the development of new capabilities, or update existing capabilities. Again, the capability map provides a ready-made overview of the current business. All the new ideas are somewhat related to existing capabilities. Capability-based approach serves as the backbone that enables both concept design and continuous, demand-based development. It focuses on building long-term capabilities that support both innovation (concept design) and operational agility (daily demand-based development).

**Figure**: Capability Map serves as the foundational map of an enterprise’s business operations.

Capability-based approach is the backbone that enables both concept design and continuous, demand-based development.

Capability-based approach emphasizes building and refining the skills, processes, and resources necessary for an enterprise to achieve its strategic goals and maintain a competitive advantage. By focusing on capabilities, enterprises can enhance their agility, foster innovation, and effectively respond to changing market conditions. Real agility comes with well-defined capabilities in place, as capabilities represent the fundamental behavioral units of an enterprise. Capabilities are focal-points of business operations as well as business management and -development. Capabilities operationalise change demands of any kind: strategic goals, customer initiated demands and other business-related changes.

**Figure**: Capabilities are focal points of business architecture.

Principle: Focus on Capabilities (Capability First approach) in development. All the operational changes in an enterprise are changes to its capabilities.

All the operational changes in an enterprise are changes to its capabilities.

Benefits of Capability-Based Approach:

Strategic Focus: Capability-based approach ensures that the enterprise focuses its efforts on areas that directly support its strategic goals, rather than investing in isolated or disconnected initiatives.
Better Resource Allocation: By understanding which capabilities are critical for success, enterprises can allocate resources more effectively, ensuring that investments are directed toward areas that deliver the most value.
Improved Agility: Focusing on developing core capabilities allows enterprises to be more agile and responsive to changes in the business environment, market, technology, or customer demands. Strong capabilities enable enterprises to pivot more effectively when needed.
Sustainable Competitive Advantage: By continuously improving and developing the capabilities that matter most, enterprises can build and sustain a competitive advantage over time.

Capabilities serve as the foundation that enables the implementation of strategic goals, customer needs, and other business-related changes at the operational level.

Steps in Capability-Based Approach:

Identify Strategic Goals: Understand the organization’s strategic goals and align capability development with those objectives.
Map Existing Capabilities: Use a capability map to assess the enterprise’s current strengths and weaknesses.
Identify Gaps and Opportunities: Determine where the enterprise’s current capabilities fall short of supporting strategic goals.
Develop a Capability Roadmap: Create a plan for developing, enhancing, or acquiring capabilities over time.
Execute and Monitor: Implement initiatives to build capabilities, monitor progress, and adjust the plan as needed.
Continuous Improvement: Regularly evaluate capabilities to ensure they remain aligned with changing business needs and external factors.

Capability-based approach is a strategic approach that focuses on building and enhancing core business capabilities, enabling enterprises to effectively execute their strategy, adapt to change, and achieve sustainable competitive advantage.

capability-based development — **Figure**: Capability-Based Aproach is crucial for business development.

Capability-based approach is the primary development tool, supporting all other development and design efforts within the enterprise.

Capability Based Planning (CBP)

Capability-based planning is a strategic approach focused on building specific capabilities rather than simply acquiring assets or resources. It’s commonly used in fields like defense, business, and government, where enterprises need to ensure they can effectively achieve their goals under various conditions. The main idea is to identify the essential capabilities needed to meet strategic goals and then plan, prioritize, and allocate resources to develop those capabilities. Capability-based planning primarily focuses on what an enterprise needs to be able to do rather than how it will do it. This approach centers on identifying and defining the essential capabilities (the high-level abilities) required to achieve strategic goals and fulfill the enterprise’s mission and business model – the why.

**Figure**: Relations between strategy, business model and operating model.

In capability-based planning, planners first define what the enterprise needs to be able to do, like responding to a security threat, launching a product, or delivering a public service, without being overly prescriptive about the means (the “how”). They then evaluate the current and future capabilities required to achieve these outcomes. This method (capability first -principle) allows flexibility, focusing on building adaptable skills, tools, and processes that can respond to changes, uncertainties, or evolving scenarios. The capability map is a good starting point – the base map – when analysing the impact of goals in any change initiatives or business transformations within an enterprise.

Capability-based planning primarily focuses on what an enterprise needs to be able to do.

Capability-based planning is important and valuable because it aligns resources and planning directly with an enterprise’s strategic goals. This makes enterprise more adaptable and efficient, especially in uncertain or rapidly changing environments. Examples of benefits:

Example Use Cases:

Developing digital transformation roadmaps.
Preparing for changing business environment conditions.
Building new operational abilities for the business operations of an enterprise.

Summary: Capability-based planning helps enterprises focus on the “what” of achieving goals in a way that is responsive, resource-efficient, and resilient, making it a critical component for long-term success in complex environments.

**Figure**: Capabilities link enterprise’s goals and customer needs.

Capability-Based Planning (CBP) ensures that the enterprise focuses not only on isolated outputs (such as products, services, applications, or processes) but on building the foundational capabilities needed to thrive in a dynamic, volatile, and ever-changing business environment.

Enterprise Design Model

Enterprise Design Facet Model Venn-diagram can be applied to concept design. The Facet Model can be used in many ways. The starting point can vary. Design can be started from any part of the Facet Model. To start from the Experience forces us to take the customer first approach and analyse first the desirability of the demand, new idea or innovation candidate.

**Figure**: Enterprise Design VENN-diagram.

**Figure**: Enterprise Design Facets and Intersections.

Enterprise Design Wheel

The Enterprise Design Wheel (or Enterprise Wheel for short) method can be used as a source of inspiration and guidance when starting with an enterprise design challenge. Enterprise perspectives and intersections are introduced as sectors of a wheel in two levels: 1) Facets represent the sectors at high-level and 2) enterprise elements represent the sectors at detail-level.

Analysis can be started on any sector, and then continued to adjacent sectors to any direction. The view can be taken from different viewpoints such as from enterprise, organisation, employee or customer viewpoint. The viewpoint can be placed in the middle of the wheel.

**Figure**: Enterprise Design Wheel and questions to be asked when visualising.

The Enterprise Wheel supports holistic thinking and considering all the elements. Enterprise elements around the Enterprise Wheel.

**Figure**: Enterprise Design Wheel and enterprise elements.

Enterprise Design House

The Enterprise Design House (or Enterprise House for short) is a high-level approach for enterprise design. It introduces the main points of the enterprise design, starting from the Identity perspective. As such, the Enterprise House is a management method. It covers strategic level on the top, then customer and architecture perspectives. Enterprise Design House covers all the viewpoints visualised as layers. Enterprise Design House main floors shown below.

This view can be used as a landing page in enterprise’s content management tool (such as Confluence). This page provides a front page, a gateway to drill down into descriptions such as diagrams and maps.

**Figure**: Enterprise Design house as a content framework.

Enterprise Design Triangle

The Enterprise Design Triangle (or Enterprise Triangle for short) is another approach for enterprise design.

**Figure**: Enterprise Design Triangle model.

Customer-Driven Design Approach

To start from the Experience forces us to take the customer first approach and analyse first the customer needs that can be served. The Facet Model can be used as a checklist in design.

Start with WHY -approach forces us to define the purpose first.

Wrapped within a capability element (EDGY Capability).

How Might We (HMW)

The “How Might We” (HMW) approach is a problem-framing technique used in design thinking and innovation processes to turn challenges into actionable questions that inspire creative solutions. This approach helps people (in organisation, unit, group, or team etc.) reframe problems in a way that is open-ended, optimistic, and focused on possibilities, making it easier to brainstorm, explore, and generate ideas. This approach aims to find new solutions without getting stuck on predefined problems.

The purpose of the HMW approach is to break down challenges into manageable and inspiring questions. This allows people to view problems from a new perspective, encouraging creativity and promoting collaborative problem-solving.

Each question begins with “How might we…” and is followed by a specific problem or challenge. The phrasing encourages people to explore various possibilities (“how”), maintains optimism (“might”), and suggests collaboration (“we”).

Breaking challenges into manageable and inspiring questions “How might we…”.

Steps:

Define the Problem or Challenge: Start with a clear understanding of the problem or design challenge. Gather insights from user research, data analysis, or stakeholder input to get a well-rounded view of the issues.
Generate “How Might We” Questions: Break down the problem into smaller, actionable questions using the “How Might We” format. This is done by focusing on specific aspects of the problem that could lead to innovative solutions.

Examples:

“How might we make the support process faster for customers?”
“How might we reduce waiting time without compromising service quality?”
“How might we improve the support experience for customers while they wait?”
Refine the Questions: Refine your HMW questions to be neither too broad nor too narrow. Broader questions can generate more ideas, while narrower ones can lead to more specific solutions. Striking a balance between the two can foster productive brainstorming.

Example:

Instead of: “How might we improve customer experience?”
Try: “How might we create a more engaging waiting experience for customers?”
Brainstorm Solutions: Use the HMW questions as starting points for brainstorming sessions. Encourage participants to generate a variety of ideas without judgment or immediate filtering. The open-ended nature of HMW questions inspires creative thinking and exploration.

Example:

For “How might we create a more engaging waiting experience for customers?” ideas could include interactive wait-time updates, entertainment options, or self-service support tools.
Evaluate and Prototype Ideas: After brainstorming, review the ideas generated for each HMW question and select the most promising solutions to prototype and test. The goal is to explore ideas that could address the challenge effectively.

Example:

A prototype for the customer support experience might involve testing a digital interface that provides real-time support updates.

The “How Might We” approach is a powerful tool in design thinking and problem-solving. By breaking challenges into actionable, open-ended questions, it encourages innovative thinking, teamwork, and solution-oriented exploration, making it an effective technique for organizations aiming to solve complex challenges creatively.

EDGY elements can be used for modelling the design challenge and How Might We -sentences. The Enterprise Design Facet Model helps thinking from different perspectives and facilitates and fosters ideation. Template shown below:

**Figure**: “How might we (HMW)” analysis template.

The “How Might We” approach is a tool in design thinking and problem-solving.

Load free EDGY PowerPoint templates from here: link

Value Demand and Failure Demand

Value demand is “normal, healthy basic demand” that arises from customer needs (tasks, jobs to be done), to which the organisation responds by offering appropriate services and/or products.

Failure demand is unnecessary additional demand that arises when customer needs have not been met, and the customer has to return to the service. Failure demand is a significant cause of inefficiency and cost escalation in organisations.

**Figure**: Customer meets the organisation at the service interface.

Value Demand describes a situation where customers have needs for which they seek products or services to help them achieve their desired outcome. Customer needs are tasks that customers want to accomplish (jobs to be done). Value demand is thus a situation where customer needs meet the services and/or products offered by the organisation.

If the organisation successfully responds to value demand in a way that meets the customer’s needs, that is, the outcome produced by the services and/or products benefits the customer, the customer feels they have had a good customer experience. Customer value is therefore the benefit, the added value that the customer feels they receive if the service and/or product meets their expectations. In other words, there is a benefit from the service and/or product, which can manifest in different forms. For example, the customer solves their problem or completes their task, or saves time if the use of the service and/or product speeds up the completion of their needs or tasks. The benefit can also be in the form of saved money, as the customer can complete their task more affordably.

Customer experience and customer value are based on the quality of the service and/or product. Quality determines the customer experience and the associated benefit perceived by the customer.

An organisation responds to value demand with its offerings (products and/or services).

What, where, when – and why? It is important to understand what the customer needs, why they need it, where (the situation, context) they need it, and when they need it. This information is called customer insight, which is obtained by collecting information about the customer’s actions, asking about the customer’s needs and motives. Customer insight can be obtained utilizing service design and data analytics methods. In this sense, it is paramount to start from customer needs.

Customer need creates value demand. The organisation aims to respond to this demand with its services and smooth processes. From a holistic perspective, the organisation should strive to respond to demand, i.e., customer needs, and then tailor its services and operations to meet this demand. As a result of focusing on creating customer value, the organisation also generates business value.

**Figure**: Customer need creates value demand.

From the organisation’s perspective, it is essential to focus not only on customer needs or expectations but also on service delivery, i.e., how the service process and employees’ function. It is worthwhile for the organisation to tune this operation to be as smooth as possible, following the Lean philosophy by maximizing flow velocity and minimizing unnecessary ‘waste,’ valueless activity. In this regard, the organisation can leverage technologies such as artificial intelligence (AI) and robotic process automation (RPA).

**Figure**: Employee satisfaction affects customer satisfaction.

It is worth noting that satisfied employees serve customers well. The better the work environment, the more likely customers are to receive good service. In this sense, employee satisfaction contributes to customer satisfaction, meaning that employee experience affects customer experience.

To ensure smooth operation and the quality of value demand, it is recommended to proceed in the following order when changing or renewing operations:

Identify customers/customer groups, as well as other stakeholders (using Stakeholder Map)
Identify customer needs and customer journeys (using Service Blueprint).
Identify services and/or products offered to customers for their needs, from which customers benefit.
Identify organisational processes related to service delivery (and necessary information systems if needed).

Value demand creates customer value and business value.

Failure Demand. Avoidable unnecessary additional demand, failure demand, describes a situation where the outcome of the service does not meet the customer’s expectations. The customer has to return to the service with additional needs, either during or after the service process. Failure demand is the result of poor or unsuccessful service by the organisation. Therefore, both customer experience and employee experience are poor: the customer experiences unnecessary trouble, and the organisation faces unnecessary additional work and costs. Failure demand ‘disturbs’ smooth customer service and smooth business operations.

**Figure**: Failure demand creates unnecessary additional demand in the service process when the service does not meet the customer’s expectations.

Failure demand is the result of failed or inadequate service by the organisation, leading to a poor customer experience and causing unnecessary additional work for the organisation.

Mismatch problem – Customer needs and organisational offerings do not meet.

The misalignment, or gap, between customer needs and an organisation’s offerings – referred to as the “matching problem” – occurs when there is either no suitable service available to meet customer needs or when the appropriate service exists but is not available at the right time. When customer needs and organisational offering (supply) are not aligned, it results in a matching problem, which often leads to failure demand.

The mismatch problem, or matching problem, occurs when an organisation’s offerings do not meet the customers’ needs.

“Failure to serve the customer properly leads to additional demands from the customer. This dissatisfaction burdens the organisation, tires employees, and increases costs. This phenomenon is known as failure demand. It occurs when the customer receives the wrong service, no service at all, or only a partial service. The issue lies not with the customer but with the organisation. Failure demand is always a clear signal that the interaction between the organisation and the customer is not functioning effectively.” [Hyytiälä, H.]

Failure demand is demand that we do not want.

What is the actual problem? Why is failure demand problematic, and why should it be addressed? Why not just acknowledge that such a phenomenon exists, occurring occasionally? Failure demand has consequences that are problematic for all parties involved (according to H. Hyytiälä):

Availability and Quality of Services Deteriorate: This reflects a quality issue, where unnecessary bouncing from one counter to another or repeatedly addressing the same issue causes customer frustration.
Increased Burden on Organisational Resources: This indicates a capacity problem, where the volume of unnecessary work detracts from value-producing activities, putting additional strain on organisational resources.
Rising Costs: This is an economic or cost issue, where unnecessary work leads to increased costs, both direct and indirect, such as additional time, raw materials, and other resources

These issues are significant for customers, organisations, and, more broadly, for society and the economy as a whole. Therefore, it is crucial to address failure demand. Ideally, this should be done proactively to prevent or reduce its occurrence. Reducing failure demand is economically beneficial, as it enhances both customer and employee satisfaction. Fewer instances of failure demand led to greater satisfaction and a better overall experience with the organisation and its services.

Failure demand occurs when a customer must return to a service because the initial outcome did not meet their expectations.

Causes of Failure Demand. When a customer’s needs and an organisation’s offerings do not align, failure demand arises. This creates a negative cycle that is harmful to the organisation and, more importantly, undesirable for the customer. The customer fails to receive optimal service, and their needs are not met as expected.

The root causes of failure demand are:

Poor understanding of customer needs and situation: When the organisation does not fully grasp what the customer needs or their specific context.
Ineffective service processes: When the processes in place are not efficient or effective in addressing customer needs, when service processes are dysfunctional, characterized by ambiguity, inaccuracy/imprecision, uncertainty, and lack of systemization:
- Ambiguity about the customer’s situation.
- Imprecision regarding the customer’s needs.Uncertainty and Data Gaps in the process of meeting the customer’s needs, resulting in the customer being “bounced around.”
- Inefficient and Disorganized Operations, including duplication, inconsistency, or inadequacy: incorrect information is requested from the customer at the wrong stage, or too much or too little information is sought, leading to a failure to meet the customer’s needs on the first attempt.

Both issues are the responsibility of the organisation. They are self-inflicted problems that result in dissatisfaction for both the customer and the organisation. Failure demand is not unexpected; it arises from a lack of proper understanding of both customer needs and organisational actions.

These causes highlight various factors that contribute to failure demand, emphasizing the need for improvements in service delivery and organisational processes.

The root causes of failure demand are: 1) a poor understanding of the customer’s needs and situation, and 2) dysfunctionality in the service process.

List of causes of the failure demand in the table below.

A common list of consequences shown in the table below.

Summary of Failure Demand consequences:

The customer does not receive the service they need and must return with additional requirements.
The organisation incurs unnecessary extra work due to these additional demands.
As a result, both the customer experience and the employee experience suffer.

**Figure**: Failure demand causes extra work.

Failure demand burdens the organisation.

The additional work resulting from customers’ unmet needs creates an illusion that the organisation is efficient because employees appear busy and have a lot to do. This illusion of efficiency – often referred to as the efficiency paradox – arises from the belief that a well-functioning organisation should ideally have no spare capacity [according to Modig, N., Åhlström, P.]. However, the reality is that a significant portion of this work may be unnecessary additional tasks.

From the customer’s perspective, an organisation that seems resource-efficient and fully occupied may actually be slow and inefficient. The overload on capacity is often due to the unnecessary work generated by failure demand. While value demand creates meaningful work, failure demand leads to unnecessary additional tasks that burden the organisation without adding value.

**Figure**: Value demand generates meaningful work, while failure demand results in unnecessary additional work.

“Is it possible that a significant portion of the work carried out in our organisations is simply waste? Perhaps we consider ourselves efficient because we manage thousands of tasks, but in reality, we are just squandering our resources. On a broader scale, what implications does this have for how we use resources at the societal level?” [Modig, N., Åhlström, P., This is Lean, 2013]

Failure demand may be the cause of the organisation’s capacity overload.

How can the emergence of failure demand be prevented?

Failure demand arises from both a poor understanding of the customer’s needs and situation, and issues within the service process. Both of these issues are caused by the organisation, and thus, both can be addressed by the organisation.

To address failure demand effectively, it is crucial to understand the customer’s situation (context) and needs. This involves analyzing the customer journey and the supporting service processes. Together, these elements create a comprehensive, holistic framework that includes both:

The customer perspective, which focuses on understanding the customer’s experience and requirements, and
The organisational perspective, which involves examining and improving the service processes that support customer interactions.

Understanding and addressing both perspectives are essential for reducing failure demand and improving overall service quality.

Addressing failure demand requires an understanding of both customer behavior and organisational behavior.

To prevent failure demand, it is essential to transition to a customer-centric approach by effectively managing customer journeys.

The customer journey (or service journey) encompasses the complete experience of a customer when interacting with the services provided by an organisation. It includes all the actions and experiences of the customer throughout their engagement with the organisation. Understanding the customer journey provides valuable insights into the customer’s situation (such as their life circumstances). With this understanding, with customer insight, the organisation can deliver services that are both timely and well-suited to the customer’s needs. The organisation’s goal should be to provide the right services and expertise at the right time.

Resolving failure demand begins with mapping out the customer journey, which is closely linked to the organisation’s internal service processes. These perspectives converge at the service interface. The customer perspective views the service from the outside in, focusing on the customer’s overall experience, while the organisational perspective examines it from the inside out, focusing on internal processes.

The most effective approach is to consider both perspectives holistically. This integrated view can be achieved through the Enterprise Design approach, which combines both perspectives and their respective methods.

A Service Blueprint is a descriptive tool that maps the customer journey in relation to the service delivery processes within an organisation. It highlights how the customer’s interactions intersect with the organisation’s operations through the service interface. As such, the Service Blueprint serves as a model that illustrates the interaction between the customer and the organisation, making it a valuable tool for analyzing both value demand and failure demand. Below is an example of a Service Blueprint.

**Figure**: In a comprehensive analysis, the customer journey and internal service processes converge.

Breaking down the customer journey into its components involves analysing customer feedback and process metrics to gain a comprehensive overview. This analysis allows for targeted interventions at individual customer touchpoints and process stages. By analysing both the customer service journey and the supporting organisational service process, we can identify pain points for the customer and organisational issues, addressing any dysfunctional steps in the service process. Process optimisation, following Lean principles, helps enhance flow efficiency and overall performance.

Understanding the customer’s situation and needs can be achieved through service design techniques, while gaining insights into the organisation’s operations is accomplished through business architecture. Together, these approaches form the Enterprise Design approach, which comprehensively examines both a) customer activities and b) organisational processes. Visualizing the entire process helps create a shared understanding.

It is valuable to describe processes in a way that is clear, quick, and easy for everyone to understand. EDGY is designed to be simple and straightforward while remaining expressive. It allows for the depiction of both customer and organisational activities in a way that facilitates discussions about necessary changes and fosters a shared understanding of the overall picture.

Enterprise Design begins with understanding the enterprise as a whole. This holistic approach allows us to view the organisation from all relevant perspectives, identify and explore key dependencies, and pinpoint the most significant leverage points for change. As a result, Enterprise Design integrates various disciplines to provide a comprehensive understanding and facilitate effective transformation. Enterprise Design is a valuable tool for preventing failure demand.

Enterprise Development Examples

Development is an overall process that can be divided into high-level phases such as design, implementation and operations. In other words, to plan, build and run phases.

**Figure**: Enterprise Design can be applied to support holistic enterprise development by covering all the aspects motivations, operations and experiences.

This overall process (Plan, Build, Run) can be supported by the Enterprise Design approach, which can be applied not only to design and implementation but also to the experience aspect.

By aligning motivations with the Identity facet, operations with the Architecture facet, and experiences with the Experience facet, the Enterprise Design Facet Model provides a robust framework for addressing the holistic needs of the enterprise. It ensures that strategic goals, operational systems, and user interactions are seamlessly integrated, driving value and long-term success.

IT4IT Reference Architecture

The IT4IT Reference Architecture, developed by The Open Group, is a framework for managing the business of IT. It provides a vendor-neutral, technology-agnostic standard for managing the entire IT lifecycle, focusing on integrating and automating IT processes to deliver value more effectively. IT4IT is based on a Value Chain that aligns IT operations with business needs. It identifies key activities in the IT lifecycle that drive value to the organization.

The architecture is divided into four value streams that map to the end-to-end IT lifecycle:

Strategy to Portfolio (S2P): Focuses on aligning IT strategies with business objectives and managing the IT portfolio.
Requirement to Deploy (R2D): Manages the development and delivery of IT solutions, including Agile and DevOps practices.
Request to Fulfill (R2F): Streamlines how IT services and products are requested and delivered to consumers.
Detect to Correct (D2C): Covers monitoring, detecting, and resolving issues in IT services and infrastructure.

These four value streams can be mapped to phases plan, build, deliver and run.

IT4IT introduces Digital Product that is an unit of development.

Examples of Digital Products: eCommerce Websites, Mobile apps, Operational Technology (OT), smart devices, Digital Platforms (PaaS, SaaS, Low code/No code dev, content platforms (docs, videos etc.)). Operational Technology (OT): monitors, sensors, RPA and AI solutions etc.

**Figure**: Digital Products may use other digital products (on system level).

Change Project or Program

All the changes in the enterprise should be derived from the business goals, as they define what are the changes we want make happen. Accordingly, all the change activities or -initiatives of the enterprise are related to the operations of the enterprise. However, the changes are affecting to the identity of the enterprise. It is important to identify the drivers reasoning and explaining why a change is needed, and then set the goals for the change. A change project or program can be modelled with the Activity element. Goals of a project can be modelled with the Purpose, deliverable with the Object, and triggering demand with the Outcome element.

Project Development

The deliverable of a project can be e.g. a release of product (such as an application). The changes of an enterprise are related to the operational architecture of the enterprise. As such, the changes are affecting to concrete elements of the operations of the enterprise. Such operational elements are e.g. processes or assets (such as applications, facilities or devices).

**Figure**: Release of a software project.

In the case of a software project, each phase can product a release as the output.

**Figure**: A software project with releases.

Projects are changes in the capabilities of the enterprise.

Project Management

Project Management triangle introduces primary constraints on any project (or program):

Scope refers to the overall goals, deliverables and tasks need to be completed in the project. The scope defines what the project is supposed to achieve and includes expected outcomes.
Schedule (or Time)represents the project timeline including deadlines for deliverables and the overall duration of the project.
Budget (or Cost) represents what is allocated for the project. It includes all the required resources such as financial, labor/employee, tools and other costs.

The visualisation shown beside. The quality in the center of triangle represents the balancing factor. The quality is affected by balancing scope, schedule and budget.

Product Development

Product development in an organizational context refers to the structured process of designing, creating, and bringing a new product or improving an existing product to production environment that is used by the business operations.

The “From Projects to Products” paradigm change refers to a shift in how organisations approach software development, delivery, and operational models. It involves moving away from a project-based mindset, which focuses on temporary, isolated initiatives, to a product-based mindset, which emphasizes long-term ownership, continuous improvement, and delivering value to customers through sustained investment in products.

The “From Projects to Products” paradigm shift reflects a fundamental change in how organisations operate, focusing on long-term value creation rather than short-term deliverables. This approach aligns with modern customer expectations, technological advancements, and the need for agility in dynamic business environments. While it requires cultural and structural changes, it ultimately enables organisations to deliver better, faster, and more customer-focused results.

Why the shift is happening?

Customer-Centricity:
1. Customers increasingly expect continuous innovation, support, and updates.
1. A product-oriented approach ensures organisations focus on customer needs rather than simply completing a project.
Agility and Adaptability:
1. The project-based approach often struggles to adapt to rapid changes in market demands or technology.
1. A product-based approach allows organizations to pivot and evolve their offerings over time.
Value Creation:
1. Projects often focus on completing tasks, while
1. products focus on delivering measurable, ongoing business value and solving real-world problems.
Technological Advancements:
1. Modern technologies like cloud computing, DevOps, and Agile methodologies favor continuous delivery and iterative improvements, aligning better with product-based thinking.

Agile Development

Agile development is a modern approach to software development and project management that emphasizes flexibility, collaboration, incremental progress, and the ability to quickly adapt to changes.

Agile methods and frameworks such as Scrum and SAFe promote iterative and incremental development, which performed in time boxed manner. The Scrum method is based on the following aspects and phases:

Product Backlog, a list of desired work, requirements. Prioritized, prepared and estimated list of items for to be selected to sprint
Sprint, a development period of few weeks (e.g. 1 to 4 weeks) that produces a product increment
Product Increment, a version, a release of the product
Sprint Planning, selection of backlog items/tasks for the next Sprint
Daily Scrum: 15-minute event held each day for the Development Team.
Sprint Review, a demo session of features of the product increment
Sprint Retrospective, a development team session for reflection and improvement.

Scrum Roles:

Product Owner (PO): a business representative, the voice of the stakeholders, responsible of the business requirement management and prioritisation for the Product Backlog, works closely with the development team, defines and prioritises the Product Backlog
Scrum Master, facilitates Scrum ceremonies, assists the development team
Development Team consists of members of specialisation areas such as programming, testing, release management, continuous integration etc.

Agile Team

Agile team is an autonomous, independent and self-organising team that consists of members each of which is capable of doing tasks from the team’s product backlog. Team members are equal and can share the tasks. However, typically team members are specialised to certain competences such as user interface (UX), back-end programming or testing. Typical team structure is illustrated in the figure beside.

Scrumban provides the structure of Scrum with the flexibility of Kanban, making it a versatile approach for teams that need to adapt to changing priorities and workloads.

Tribe Model

Tribe model is based on the Spotify tribe model (also known as Enterprise Agility). A tribe consists of squads (teams), chapters and guilds. A Tribe is established based on e.g. a value stream.

Tribe model actors:

Tribe: a collection of squads that share a purpose (= mission and vision)
Squad: a cross-functional team that is responsible for delivering a specific functionality or capability. A squad is autonomous, self-organising with members from different disciplines such as software development and design.
Chapter: a group of individuals who share similar skills such as software development, design, test etc. Chapters organise forum for collaboration, knowledge sharing and skill development.
Guild: a community of interest of individuals from different tribes who share a common interest or passion, such as UX, agile practices, service design etc.

Tribe roles:

Tribe Lead: responsible for guiding and supporting the tribe in performing its purpose and achieving its goals according to the organisational goals and priorities.
Product Owner: represents the voice of the stakeholders, defines the requirements and prioritises the backlog of features, work closely with the stakeholders to understand the customer needs.
Tech Lead: a specialised senior engineer or technical expert who leads, guides and mentors the squad
Agile Coach: provides coaching, training and support to tribes and squads for adopting agile practices, improve team dynamics, and increase performance and effectiveness.

Development Team as multidisciplinary Fusion Team, introduced by Gartner. This means that a team consists of diverse competences that complement each other.

**Figure**: Fusion Team – a multidisciplinary team.

Team Topologies

Team topologies introduces an approach to organize teams for development.

Following types teams are introduced:

Stream-aligned team
Enabling team
Complicated subsystem team
Platform team

Team Topologies is a modern approach to designing and structuring software development and operational teams to optimize collaboration, delivery, and adaptability in an organization. It was introduced by Matthew Skelton and Manuel Pais in their book “Team Topologies: Organizing Business and Technology Teams for Fast Flow.”

The concept focuses on creating team structures and interaction patterns that align with the organization’s goals, systems, and desired outcomes, particularly in complex and dynamic environments like technology organizations.

**Figure**: Team Topologies and topology of teams.

Team Topologies provides a practical framework for structuring teams, improving collaboration, and reducing bottlenecks in software development and operations. By focusing on flow, clear team roles, and adaptable structures, it helps organizations achieve better alignment between their teams and their goals, leading to faster and more efficient delivery of value.

The Team Topologies approach provides significant benefits by structuring teams around value delivery, collaboration, and adaptability. It is particularly effective in dynamic and complex environments, such as software development or large-scale systems engineering.

The Team Topologies approach improves employee satisfaction by:

Reducing cognitive overload.
Empowering teams with autonomy and clear roles.
Facilitating productive collaboration and support.
Providing opportunities for mastery and growth.
Promoting a culture of continuous improvement and work-life balance.

**Figure**: Teams positioned according to the Team Topology.

Flight Levels

The Flight Levels approach is a framework developed by Klaus Leopold to help organisations visualize and manage work at different levels of the business, ensuring alignment between strategy, coordination, and operations. It provides a holistic view of an organisation’s activities, helping teams and leaders see the big picture and understand how work at different levels impacts overall business goals.

The framework is based on the metaphor of flying at different altitudes, with each “flight level” representing a different perspective or scope within the organisation:

Flight Level 3: Strategic (Highest Level)
- Focus: Organisational strategy, long-term goals, and portfolio management.
- Purpose: Aligns the enterprise’s strategic vision with operational activities. It ensures that business goals are clear and provides direction on how to achieve them.
- Participants: Typically c-level management or leadership teams.
- Example: Setting goals like increasing customer satisfaction by a certain percentage.
Flight Level 2: Coordination (Middle Level)
- Focus: Coordination across multiple teams and units to ensure strategic alignment and smooth delivery of work.
- Purpose: Breaks down high-level strategy into coordinated activities. Ensures that various teams are working together and not in isolation.
- Participants: Middle management, product owners, and team leads.
- Example: Coordinating the development of products between different units.
Flight Level 1: Operational (Ground Level)
- Focus: Day-to-day work and operations of individual teams.
- Purpose: Ensures that the actual work being done aligns with higher-level strategies. Teams focus on executing tasks efficiently and delivering value.
- Participants: Teams and individuals responsible for daily operations.
- Example: Developers writing code, customer support responding to tickets, or marketing teams creating campaigns.

Benefits of the Flight Levels Approach:

Big Picture and Detail Balance: Helps avoid the siloed thinking common in organizations by encouraging both strategic thinking and operational execution.
Cross-Functional Collaboration: Encourages different teams and departments to collaborate more effectively by visualizing dependencies and coordination needs.
Agility at Scale: Supports the application of agile principles across large organizations, ensuring that strategy is connected to the work being done by teams.
Continuous Improvement: By visualizing work at various levels, organizations can better identify bottlenecks, inefficiencies, and opportunities for improvement.

When to Use the Flight Levels Approach:

If your organisation struggles with aligning strategic goals to operational activities.
If you want to scale agile practices across multiple teams or units.
If coordination between teams is a challenge, leading to misalignment or delays.

The Flight Levels approach offers a structured way to view and manage work across an organization, ensuring that strategic goals align with everyday team activities and that different teams are working cohesively.

DevOps

Software Development (Dev) and IT operations (Ops) together form the DevOps model. It is a set of practices that emphasize collaboration and communication between development and operation. Traditionally development and operations teams have worked separately in silos. In DevOps, they work together as an integrated team. DevOps is not only a way to organise people, Sometimes, quality assurance and security teams come along, and then the model is called DevSecOps.

Definitions:

“DevOps is the combination of cultural philosophies, practices, and tools that increases an organisation’s ability to deliver applications and services at high velocity: evolving and improving products at a faster pace than organisations using traditional software development and infrastructure management processes. This speed enables organisations to better serve their customers and compete more effectively in the market.” [Source: AWS]

DevSecOps stands for Development, Security, and Operations, and it’s an evolution of the traditional DevOps approach that integrates security practices into every phase of the software development lifecycle. The goal of DevSecOps is to automate security throughout the entire process, from development and testing to deployment and operations, rather than treating security as a separate, final step.

Organising Development in an Enterprise

Conventional hierarchical command and control, and holacracy, represent two extreme models for organizing and managing work within an organization. Conventional command and control is characterized by a rigid hierarchy, centralized decision-making, and structured roles, while holacracy enables enterprises to become more agile, innovative, and adaptive by distributing power and giving employees more autonomy. Holacracy encourages to self-management and enforces self-organising teams, called circles, according to agile practices (as introduced in Scrum or SAFe).

Holacracy is a system of organisational governance and management that decentralizes authority and decision-making, distributing power across the organization rather than relying on a traditional hierarchical structure. In a Holacracy, authority is spread throughout self-managing teams, circles, which are structured to allow for autonomy, flexibility, and responsiveness. This approach contrasts with conventional command-and-control systems, where power and decision-making are concentrated at the top levels of the hierarchy.

Self-Managing Teams (Circles): The organization is broken into circles, which are self-managing teams that operate autonomously to achieve specific goals. Each circle has its own purpose and authority to make decisions within its scope. Circles are often nested, meaning that smaller circles are part of larger circles, creating a dynamic structure where decisions and responsibilities are decentralized.

Holacracy provides a more flexible, adaptive, and self-managed system where decision-making authority is distributed across the organisation, empowering employees to manage their roles and responsibilities independently. The conventional command and control model, on the other hand, is a top-down hierarchical structure where decision-making and power are centralized, with a more rigid and controlled approach to management. Holacracy fosters higher employee engagement, faster innovation, and agility, while traditional hierarchies may be better suited for organizations requiring clear, centralized control, particularly in highly regulated or risk-sensitive environments.

Comparing conventional, hierarchical command and control approach with holacracy.

To enable communication, the self-managing teams are networked with each other.

To enable coordination, the self-managing teams can be assigned to value stream.

**Figure**: Value Stream based organised teams.

For coordination, communication, and business alignment, the self-managing teams can be assigned to a value stream, which has a clear business purpose, vision, and ownership. This organizational approach is based on the Tribe model and leverages Team Topologies practices.

**Figure**: Development organised around the Value Stream.

The Customer Journey is what customers are doing and experimenting, while operational value stream is providing the products and/or services. Teams are assigned to capabilities that are connected with the value stream.

**Figure**: Operational Value Stream requires business capabilities.

Organisation according to value streams is related to tribe-model (introduced in the chapter above). This organisation model is based on the customer journeys and customer needs. The operations (the operational value streams or core processes) are organised to support the customer journey. Management and executives are playing a supporting role as shown in the inverted pyramid figure below.

IT-Services

An IT service is made up of a combination of information technology, people and processes. An IT service is an ITSM (IT Service Management) concept, to which a ticket is directed in case of failure in production environment of an application (or applications). An IT service can be managed as an asset of the enterprise, so it can be modelled with the Asset element of EDGY.

**Figure**: IT service and IT application (a.k.a. IT system).

An IT service can be associated with one or many IT applications. An application is a packaged software that provides functions, which are required by an IT service. In case of application failure, an incident (an ITSM ticket) is directed against the IT service.

An IT service is developed by a development team, that is developing new features (epics, stories) based on the product backlog. That is managed by the product owner (PO) role, which is a business representative who manages requirements of the target application, the product (in agile context). Typically the development team also operates the target application, the product, in the production environment, which refers to the DevOps practice (or DevSecOps). An IT service can be associated with a service level agreement (SLA), which is a contract between service provider and consumer parties.

An IT service:

is not a behavioral or structural component of enterprise architecture. It is an abstract asset / entity, it is not concrete as an application that performs e.g. data processing.
is not used by users (business people, or business at all). Compared to an application that is used by users when they are handling information (create, read, update or delete, CRUD) . An IT service is not developed like an application. An agile team is organised around a product, typically a software product such as application.
does not contain any intelligence, it does not perform any actions, and it is not directly used by users or the business. However, an IT service is needed by the business to ensure that certain applications can function in production.

An IT service is NOT used by users, but it is needed by business to operate.

Cloud Service Models

Assets can be managed by different models according to management levels: assets can be managed by the enterprise itself, or managed by service providers. This distinction is a strategic choice that is related to the nature of the business. In this digital age, cloud services are very popular as they enable new business- and operating models.

For example, if the core business is related to certain business processes, not the technology, the enterprise can outsource its IT management. That can be done partly or completely according to different models introduced in the figure below. There are several factors such as costs of maintenance, business criticality, security etc. that have to be considered when choosing the strategy.

On-premise:
- all the applications and required platforms and infrastructure is managed and hosted by the enterprise and/or on the enterprise’s facilities.

Cloud-hosting models are as follows at high-level:

IaaS (Infrastructure as a Service):
- on-demand access to cloud-hosted physical and virtual servers, storage and networking – the backend IT infrastructure for running applications and workloads in the cloud
PaaS (Platform as a Service):
- on-demand access to a complete, ready-to-use, cloud-hosted platform for developing, running, maintaining and managing applications
SaaS (Software as a Service):
- on-demand access to ready-to-use, cloud-hosted application (software).

[Source: IBM, https://www.ibm.com/topics/iaas-paas-saas ]

Output and Outcome

Outputs and Outcomes are interconnected, but are different by their nature.

Output: direct results or deliverables produced by an activity (such as process, product or project).
Outcome: effects or changes that result from the outputs.

Typically an activity produces an outcome, which enables an outcome to be achieved.

**Figure**: Relation between the Output and Outcome.

Finally, at the end of the day, outcomes are what matters. Outcomes are what the customers want to achieve, tasks they want to get done. Outcomes represent the value (customer value, the business value), the benefit that can be achieved – with the help of outputs. Outputs are enablers of outcomes.

To shift the mindset from Outputs to Outcomes means changing the focus from outputs to outcomes that are associated with value. Previously, we were taught to ‘shift from projects to products,’ but now we should focus on ‘shifting from products to outcomes’ – the real benefits that help customers achieve their desired end results. For example, the “customer doesn’t want a drill, they want a hole in the wall”. So they can hang a picture.

[Applied from Gartner material by Gaughan, D.]

Outputs are needed to deliver an outcome – the value.

AI supported Enterprise Design

Artificial Intelligence (AI) *) can enhance the Enterprise Design approach by offering tools and insights that support strategy, operations, and experience design in a holistic, human-centric, and collaborative manner.

By integrating AI into enterprise design strategies, enterprises can ensure their approaches remain forward-thinking, inclusive, and effective in solving real-world problems collaboratively. AI empowers the Enterprise Design approach by providing data-driven insights, enabling automation, and enhancing collaboration. By integrating AI into motivations, operations, and experiences, enterprises can achieve greater efficiency, innovation, and customer satisfaction while maintaining a human-centric, holistic, and collaborative design philosophy.

Examples below.

*) AI It refers to the simulation of human intelligence processes by machines, particularly computer systems. These processes include learning (acquiring information and rules for using it), reasoning (using rules to reach approximate or definite conclusions), and self-correction. Common applications of AI include machine learning, natural language processing (NLP), computer vision, and robotics.

AI can contribute Enterprise Design as follows:

Appendices

Specialisations

Generic base elements:

Specialisations of the base elements:

Visualisation

Visualisation is valuable and useful for facilitating shared understanding. Visualisation is a useful tool to analyse and communicate what’s happening in and around the enterprise.

The most valuable aspect is the visualisation co-design process itself, during which the development target (the problem domain) is examined together, and all relevant aspects are identified and discussed, and a shared understanding of the whole is established and made visible for further evaluation.

We can identify two kinds of communities (schools) that use visualisation in their work: 1) non-technical business people and 2) technical development-oriented people. EDGY is positioned between these communities to bridge the gap between them, as EDGY provides both simple and comprehensive language that is familiar for most of us. See the figure below.

**Figure**: EDGY is positioned in the middle of “schools”.

Figure above from the book “Visualising Business Transformation”.]

EDGY comparison with ArchiMate®

All in all, these languages (notations) complement, not compete, with each other. The EDGY is suitable for high-level co-design when creating a common understanding of design challenges and development target areas. The ArchiMate® is suitable for detailed architecture planning when concentrating on technical details.

Other Modeling Notations

The EDGY is a simple, colorful and holistic visualisation language that fits to every discipline and practice such as service design, business architecture and strategy planning. EDGY is complementary, high-level language that provides an easy approach and common language for co-design and cooperation of different stakeholder groups. The EDGY is a “Rosetta Net” for every change activity in an enterprise. EDGY is simple but comprehensive enough and it is visually appealing. EDGY complements, not replaces other more specialised languages.

How does EDGY differ from other notations ArchiMate, BPMN and UML?

EDGY focuses on high-level, strategic alignment across different disciplines, offering a simple and colorful notation, while ArchiMate, BPMN, and UML are more technical, detailed, and specialized in their respective areas of enterprise architecture, software development, and business process modeling
EDGY is cross-disciplinary whereas the other notations are more discipline-specific.
EDGY provides a holistic view of the organisation and it is less concerned with the specifics or details while the other notations focus on specific aspects of the organisation.

Characteristics of the notations analysed different aspects below.

Purpose:

EDGY provides a holistic view of an enterprise. EDGY is designed as a high-level multipurpose approach for enterprise design, focusing on the relationship between identity (purpose and vision), architecture (systems and structure), and experience (customer and user interaction). It is particularly suited for conceptual and holistic views of organizations.
ArchiMate is a comprehensive enterprise architecture modeling language specifically designed to model an organization’s business processes, information flows, applications, and technology infrastructure.
BPMN (Business Process Model and Notation) is a notation specifically designed to model business processes. It is used to visualize the flow of tasks and activities in a process.
UML (Unified Modeling Language) is a general-purpose modeling language used primarily for software design. It helps model software systems and their relationships.

Audience / target group(s):

EDGY is designed for strategists, designers, business architects, business analysts, business owners and leaders who need to align high-level organisational facets (identity, architecture, and experience) without diving into deep technical details. It’s ideal for interdisciplinary teams that span business strategy, service design, and architecture.
ArchiMate is targeted to enterprise architects and IT professionals who need to model and align business processes with technical systems. It’s more technical and suited for detailed architecture work.
BPMN is targeted at business analysts, process engineers, and stakeholders who are focused on optimizing and visualizing business processes. It is used by those who need to document or improve process flows within an organization.
UML is a general-purpose modeling language used primarily for software design.

Visuals:

EDGY uses simple, colorful visuals such as Venn diagrams to illustrate the overlap and relationship between key organisational facets (identity, experience, architecture) and their intersections (brand, product, organisation). This makes it easy for non-technical stakeholders to understand key concepts.
ArchiMate utilises more detailed and structured diagrammatic representations of layers and views within the organisation, which are more suited for in-depth technical analysis and documentation.
BPMN uses flowchart-like diagrams to represent business processes, with specific symbols for tasks, events, gateways, and flows. The visual language is highly structured but still intuitive for those familiar with process modeling.
UML uses various diagram types (class, sequence, use-case, component etc.) to visualise software components, their interactions, and behaviors. Each diagram serves a specific purpose, often with highly technical notation.

Simplicity vs. Complexity:

EDGY is intentionally simple and accessible, using a minimalistic visual style (like Venn diagrams) and color-coding to represent abstract concepts. It’s designed for ease of understanding and for fostering conversations among non-technical stakeholders, such as business leaders, strategists, business people and designers. Complexity Level: Low, designed to be intuitive and visual with no deep technical modeling requirements.
ArchiMate is more complex, offering detailed views across various layers of the enterprise (business, application, and technology). It requires specialized knowledge to create and interpret the models. Complexity Level: High, as it models enterprise architecture in significant detail, which can involve many interconnected systems and processes.
BPMN is more intuitive than UML or ArchiMate for business users but still requires understanding of process flows and technical details to create accurate process models. Complexity Level: Moderate to high, depending on the level of process detail and automation needed.
UML can be complex, especially when used for large-scale software systems. It includes various diagram types (class, sequence, activity, etc.), which require technical expertise to understand and create. Complexity Level: High, especially in large software engineering projects, but provides specific diagrams for different views of a system.

Scope:

EDGY is less concerned with technical details and more with cross-functional alignment between various aspects of the enterprise, such as branding, service design, and organizational structure. It offers a broad view of how different elements intersect to shape the enterprise.
ArchiMate is focused on detailing the architecture of business, application, and technology layers within the organization, making it suitable for more technical, system-centric use cases.
BPMN provides a graphical notation for specifying business processes in a process flow model. It’s heavily focused on workflow and task automation, making it suitable for process optimization, business process management, and documentation.
UML is highly technical and detailed, focusing on the design of software systems, their classes, interactions, and behaviors. It’s used by developers and software engineers to document and visualize software architecture and functionality.

Use Cases:

EDGY is inherently cross-disciplinary and adaptable, applying to various practices such as service design, business architecture, and strategy planning. It’s used at a strategic level across multiple domains, making it more multipurpose than technical notations.
ArchiMate is focused on enterprise architecture in detail
BPMN is focused on business processes
UML is focused on software design

All in all, when it comes to notations, the mindset in the Enterprise Design approach is both-and, not either-or, meaning that all proven methods and tools are valid and usable.

Intersection Group

Intersection Group is a global community of people interested and invested in creating better enterprises [1].

Intersection Group is run by a community of people organized as a not-for-profit association, committed to the idea of creating better enterprises. Intersection Group brings together practitioners working with enterprises in internal roles or as external consultants, authors and academics from connected fields, as well as member organisations that partner with the community to develop the practice, tools and content.

Load the complete EDGY Cookbook pdf: link.

holistic triad — **Figure**: Holistic triad.

The Role and Importance of Visualisation

Visualisation is valuable and useful for facilitating shared understanding. Visualisation is a useful tool to analyse and communicate what’s happening in and around the enterprise.

EDGY provides an easy yet expressive modeling language for visualisation that everyone can use. EDGY offers a simple but powerful language that is accessible to all stakeholder groups within an enterprise. Visualisations with EDGY are simple and attractive, and everyone can interpret them intuitively and quickly. An interesting aspect is the Enterprise Design Facet Model, which can be used as an analysis tool to shift perspectives and reframe challenges into new ideas – from different angles.

— Eero Hosiaisluoma, Helsinki, Finland, 25th Aug 2024

Load free PowerPoint templates for Enterprise Design from here: link

**Figure**: EDGY elements and relations.

Simplified notation of EDGY elements.

people perspective of EDGY — **Figure**: A people’s perspective.

Examples.

**Figure**: “Wireframe model” with simplistic notation.

**Figure**: Information flows between organisations.

Version of EDGY notation

**Figure**: An example with alternative version of EDGY.

EDGY tools

The Enterprise Design language, EDGY, from the Intersection Group, enables people to design well-designed outcomes for better enterprises!

EDGY diagrams can be created with several tools, such as:

Draw.io (available as Confluence plugin, which enables lots of features for combining diagrams, text and tables)
- Draw.io net (web browser based tool, Windows, Mac)
- Draw.io desktop client
Miro
QualiWare
BlueDolphin
Powerpoint (stencils from EDGY tools)

More to come.

EDGY stencils (+ lots of information) can be found on the Intersection Group’s Enterprise Design with EDGY pages:

Enterprise Design with EDGY
EDGY Tools (stencils for Draw.io, PowerPoint etc.)
- E.g. for Draw.io, just drop stencils XML-file to Draw.io user interface, and you will see this on the tool palette:

References

[1] Intersection Group pages, https://intersection.group

[2] Enterprise Design with EDGY pages, https://enterprise.design/

[3] EDGY language foundations, book, 2023, (available as pdf), link

[4] EDGY 23 Language Foundations, Online course (4 weeks), Milan Guenther & Wolfgang Goebl, link

[5] Enterprise Design Patterns, Intersection Group book, 2020, (available as pdf), link

[6] EDGY 23 product release, launch on 29th March 2023, webinar recording, Milan Guenther & Wolfgang Goebl, link

— Eero Hosiaisluoma

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Tags: EDGY, Enterprise Design

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Appendices

Specialisations

Visualisation

EDGY comparison with ArchiMate®

Other Modeling Notations

Intersection Group

The Role and Importance of Visualisation

Simplified notation of EDGY elements.

Version of EDGY notation

EDGY tools

References

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