Inspiring conversations with an architect
Good architecture can bring unity and coherence to structures, serving both utilitarian and aesthetic ends. It would be unusual for a building to be constructed without any design blueprint but it’s relatively common, in business, to see strategy concepts move straight into delivery phases without pausing to consider the wider question of business architecture.
My definition of business architecture is quite straightforward. It’s a business design or ‘blueprint’ that defines the ways of working our strategy requires. Often I’ve talked about it as being the equivalent to the ‘jigsaw box’ big picture, made up of what we do and how we work together. So, pretty important when looking to realise a new strategy.
Whilst the art and science of designing buildings is well established, the practice of business architecture can still be given a bit of a lukewarm reception. This involves working through a blueprint of what the business and organisation will look like… and is vital to align strategic ambition and operating capability. But often it can be classed as an overly academic exercise getting in the way of delivery.
I went to talk to a highly regarded local architect, Sarah Aspinall, from Beeston Aspinall Architects to understand more about her practice and approach to see if I can improve the case to be made for business architecture.
Sarah works in a cosy office with her team. We sat down with a cuppa and she shared the process and principles of how she works.
The RIBA model for enabling architects
Sarah explained that The Royal Institute of British Architects has a standard plan set down which is the definitive UK model for the building, design and construction process. The RIBA Plan of Work proposes eight stages and details the tasks and outputs required at each stage. As a model of excellence it is well founded and forms the backbone of any architectural activity. However, it is flexible and easy to follow. Sarah uses it as a service structure and as a springboard for navigating conversations with clients. Typically, it is used in a responsive way and appropriate to each client’s needs.
I feel that Sarah’s approach is well worth exploring in the business architecture space; bringing strong, proven templates but deployed appropriately. This can help to guide our effort, ensuring we don’t overdo business architecture, so it’s seen as a burden. Conversely, good business architecture practice can provide a check list to assure our transformation scope and focus; helping to align strategy, delivery and future business capability.
Appropriate focus on business architecture helps to specify design, inform activity and sequence delivery. Without it, we can put our ambition at risk, duplicate activity, extend timelines and have to re-work solutions.
Architecture is naturally visual. Sarah shared some inspiring drawings, artist’s impressions and photos. We need to be able to visualise what the future building looks like. The same is true for business architecture, where we need to visualise our future business. Taking the challenge of the architectural blueprint, we should be able to set out the business future in a similar way.
Business Architecture should be engaging, easy-to-understand and highly visual. We can do more to be visual, for example; create a big picture of the whole future organisation, use project walls to draw blueprints of the future business components, stick business capability descriptions around a room, show work flows and take photos of inspiring examples.
The design playbook as a model for engagement
Sarah walked me through a truly inspirational album. A ‘playbook’ which laid down architectural design concepts for one of her clients. It was clear to see how the ideas built out, illustrating space, structure and detail. It’s visual, well-designed, succinct and powerful.
Using this playbook idea and bringing it into business architecture would be an engaging way to start to prompt valuable conversations across the business, proposing business design concepts and building out further detail.
Collaboration at the centre of architecture
Designing a home and building a place to live is a dream for many of Sarah’s clients. They are hugely invested in the ideas and the process. The approach Sarah takes is to really tune in to her clients dreams and work side-by-side with them to realise that dream. She can guide and inspire. But it is always a collaborative effort.
In the same way, business architecture should not be carried out by an ‘expert’ in an ivory tower, conceiving some ‘business grand design’. It is about the business coming together to share their future vision and create their own operating blueprint.
What’s the case for business architecture?
The session with Sarah at BA Architects was informative and inspiring. With a fresh perspective I’ve pulled a summary together to propose why it’s so important and how we might bring some innovative approaches to this area.
Why should we bother with business architecture?
- It’s the thinking that links Strategy to Ways of Working, assuring our vision.
- We ‘join-the dots’ of activity across the whole business and understand the part each of us play as well the key interfaces and workflows. We design for a better future, reducing silo’ed decisions, bridging fragmentation and reducing potential complexity.
- We step back and see how the complete business system works informing better delivery and change plans.
- We identify where we have good practice or ‘hotspots’, helping a focus on amplifying the good and addressing the issues.
- We can all use the business blueprint to align our activity and enable multi workstream progress.
How can Sarah’s practice inspire us?
- We have a wealth of great business architecture practices and sometimes this can feel like a complicated activity but, like Sarah, we should flex these to fit need.
- Take a leaf out of Sarah’s book. Be more visual, drawing the future business model, the capabilities and the experiences.
- Take a ‘Playbook’ approach bringing templates and example blueprints to increase understanding of the future business, provoke responses, build consensus, accelerate progress, increase delivery effectiveness and prepare for change.
- Sarah collaborates closely with her clients. Business Architecture is not a ‘grand design’ done in isolation; it should be a transparent, collaborative process done with business teams, with guiding, architectural expertise provided to navigate the stages and blueprint the future.
In summary, Sarah has shown how she can take her client’s ideas and ambitions and deliver their future dream home. As programme and change professional we can take some learnings into business architecture, setting out what the future business looks like and how it will feel to live there.
Beeston Aspinall Architects
BA Architects is a boutique architect’s practice, offering high quality and flexible services in regards to design and to personal treatment. Attention to detail is key to BA Architects and the structure enables high quality design and extraordinarily personalized results. BA Architects have a great creative multidisciplinary team which can offer everything from planning and construction advice to lighting and interiors.
