In July 2018, Flemish distribution grid operators Eandis and Infrax joined forces, merging into a new company called Fluvius. Its main purpose? To distribute electricity and gas to individuals, companies and local administrations, as well as provide them with other public facilities such as heat networks and telecom. In addition, Fluvius acts as a social and fall-back supplier and supports local and regional authorities in their sustainability and rational energy & water use policies through awareness campaigns and incentives including energy grants and green power certificates. The 2018 merger is expected to save 110 million euros each year, meaning that consumers will see their gas and electricity bills drop by about 36 euros.
Companies are currently in the middle of a major digital transformation. Being able to quickly respond to new customer needs and expectations is crucial. Consequently, project teams are being organised differently. For example, more and more SCRUM teams are being put together to provide software more agilely. However, a question I’ve been asked by customers repeatedly concerns the place that architecture must be given within this story. My opinion is that a minimum of architecture is always necessary. Just enough, just in time. In this blog post, I want to illustrate a technique, based on a previous project, that lets you gain a helicopter view with a minimum amount of enterprise architecture, which is something that is unarguably adding value for a company that is going through a complex transformation.
A common issue encountered on projects is that the project goals have not been clearly defined. A Benefit Map is a powerful visual to provide solace.
I love to help companies shape their future architecture. Become customer-centric. Exploit digital technology. Integrate multiple channels. Help them provide consistent and ‘lovable’ customer experiences. To do this, we also need to reinvent our organisations and design them as living systems.
What is a project? In its most simple definition it means implementing a change in a controlled way so that the investor doesn't need to take a leap in the dark. The word 'controlled' and 'change' are key in this simple definition. In this post, I’ll focus on our approach to define the way in which the business needs to change its way of working and how we leveraged our corporate process model to do so.