 Dwi'n meddwl, yna'r ystyried wedi cael y ddweud, mae'n rhan o'n dweud yn gwybod cydweithio, mae'r prynhawn yn dweud yn golleg ar gyfer. Ond maen nhw'n meddwl yn gwneud hynny, ac mae'n oed yn treulio'r pomfio. Felly, mewn ymgyrch yn gwneud. Yn gweithio'r cydweithio'r cydweith, mae'n gweithio'r cydweith, ac mae'n gweithio'r cydweithio'r cydweithio'r cydweithio. It might be more relevant to the architectural audience and can I set up some of the questions. I hope, that as you've gone through what's been obvious with the case studies that the word technical hasn't been used once this morning so far. And that's not being just omitted. It's generally not part of it, it's a genuine business transformation piece. I'll get a chance to use the technology now and see if it works. A little bit about my involvement with BAE and submarines. I started a few years ago advising Steve and came in really to do what I would have called a maturity assessment around enterprise architecture and strategy, looking at that space and the problems that he set out before. And we've worked through together a number of things over the time. There's a few visuals there that a few of those are in some of the earlier slides. An architected approach, that kind of thinking, drawing on the whole idea of having to look at things as a whole. Stuff that will appeal to a lot of people in this room. That kind of big picture thinking, how do you structure that? How do you make sure things are aligned? Following on from that, supporting Steve around his digital strategy and innovation work, which Steve outlined before, and now into the business transformation. Now one of the fascinating things for me, I started work in the aerospace industry, a little company called Lucas many, many years ago, and so large engineering metal things are really exciting to me. And to be honest, this product here was one of the things that I found quite fascinating in that environment. And I was very lucky, there's a person that we know known as Spider, no idea why, who took me on a tour quite a few years ago of the boat being made in the hall. I couldn't stop grinning for about a week. It was fantastic to actually see that sort of setup. One thing I don't understand is, and I still don't profess to fully kind of get it, but language is something which I know a lot of us in the architecture forum get quite obsessed with. That's a boat, okay? Yet they use a ship lift. No, it's not a ship, but it's a shipyard, so I still don't understand that. And I got caught out when I saw their cousins and I went to the shipyard in Portmouth where they make ships, and I referred to the large boat that was arriving, they nearly threw me out. So there's a lot of what's a boat in a ship, and if you want to know, I'll say it's guys, because I still don't understand that. One of the other parts, and I'll just put it in there, because Barrow is an interesting place to work, it is a genuine shipyard, it's big, it's the only place in the world I know where it rains sideways. And when we had new starters coming up there, we genuinely put on the induction form by waterproof trousers. But there's some other things, and whilst I've been up there, I've had a chance to kind of indulge myself in some of the hobbies and cycled around and climbed around a bit of the Lake District, because it is sunny occasionally, so it's a great place to be. Right, so I knew Ollie from before, I think it said he was, so Ollie was the operations director, and I had a conversation with him, and there's a reason for the cup of tea there. We were having a brew at the time actually, so we were having a conversation over a cup of coffee as it happens. But he was telling me he had a vision for what he wanted to do with the operations function. And I knew Ollie, and for me, I knew that that meant he had a very grand vision, and it had a lot of bits in it, and he would be very excited about it, and I'm sure these guys would recognise, and probably annoying the AV people who are wandering around too much, that sometimes that vision would be hard to pin down, exactly what would they have to do. Now in the context as well, you've got to remember these are operations guys, I'm sure they won't mind me saying, but they like the answer, they like the solution, so they want to go straight to what is it we've got to do, and we'll go ahead and do it. They're not people who like to sit down and think about the space and stay in the thought space for a long time. They want to get on with it, they want to get their hands, roll their sleeves up and get on with it. I think it's a generalisation, but I don't think it's a million miles away. So one of the things I was very conscious of is that this vision simply needed to be captured, so first thing it needed to be written down. So what was the vision? It was all right kind of saying this is what it is and speaking, but it needed to be actually written down, captured so that people could start kind of doing something with it. And in order to do that, there needed to be some structure, and he's not here, so he's fair game, but structure is not necessarily something in terms of the way that Ollie communicated stuff. So one of the things that's useful to be able to do is to help him structure his vision so that other people could unpack it and start doing something with it, start enacting the bits, start making things happen as a result, and start sharing it. And that was the whole point about elaborating it, working out what were the key parts that people had to do in order to be able to deliver his vision. The conversation, this is absolutely genuine what we did, the conversation we had, he started talking about his vision and he knows way more about operations than I ever will, but so we actually got into a conversation about a cup of tea, and you heard Matthew talk about boiling water, and this is where John and Matthew probably slapped their forehead soon when they realised where the whole cups of tea and piece came from, but it was genuinely a conversation we had in his office, in Ollie's office, around a cup of tea, and we simplified and said, well all right, if you've got a vision that you want to make delicious cups of tea for your guests, what do you need to do? So delicious cups of tea, that's actually a formula from Leicester University for how to make a delicious cup of tea, apparently. So the answer is, if you live in an operations world, you just get on and start making the perfect cup of tea, you get on with it, right? That's the first thing you do, you go straight out of the office, you say, right, I'm on that Ollie, I'm off, I'm down onto the next level of the floor, or further and I'm starting to make it. Well, the point was no, that was not what we needed to be able to do, that was not the message that Ollie had to kind of get over and had to kind of get into all these in-flight projects that were referred to, the 27 projects that were there and what they were trying to achieve. What we actually had to do was something, and we structured it, as capabilities. Now there's some translation and I know capability is a minefield of a word, so bear with me on this one, this is how it was used in this conversation only, not trying to make it a standard for anything else. But the value proposition that we're talking about is that the tea catering helped the guests quench their thirsts by providing a delicious cup of tea, a nice little value proposition and we kind of played with that one and wrote it on a board and said, and therefore what capabilities do you need to be able to deliver that? So actually when you start coming back and we frame these as abilities too, so hence you heard some of the language coming through in the pieces there and it was the ability to boil water, the ability to be able to source tea bags, the ability to source extras, milk and sugars and whatever, the ability to brew tea, the ability to serve tea, that sort of thing. Genuinely had this conversation with Ollie whilst drinking coffee and then it was like, well what are the resources you need underneath that? So in this conversation we were basically saying, well if you're going to boil water you need to have a kettle. So have you got a project that's going to make sure you've got a kettle? Have you got a programme of work that's going to get you your tea bags or your milk or your teapot and curry? But also at the same time, because we're talking a deep rooted engineering business that thought in terms of solutions and answers to problems, sometimes it was a little bit about stepping back and saying, well actually there might be alternatives. Your boiling water might not be a kettle, it might be a tea urn and more common wise joke in there somewhere. Or it might be loose tea rather than tea bags or you might have somebody actually serving and brewing a tea or whatever those sorts of things. So in other words there are more than one way that you should be satisfying some of these requirements and these capabilities. So I know as a result of that, I'll just go back actually, as a result of that, that was what sort of translated into the conversations where Ollie came out and started talking about cups of tea and I'm sure that John and Matthew will now be sitting there thinking, that's why I kept talking about boiling water and things. So that was the point behind that. So that was really the kind of the start and Ollie was then keen to say to me, right I'm going to ask some guys to kind of do some work for me and they're going to develop a full architected approach but I don't want you to get directly involved. So I'm going to ask you to do something which, well let's see whether you can do it, he kind of said. So he set me a challenge and this is a big reveal so these guys haven't heard this. But he said, this is the style that we want. So there's some patterns in there. So he wanted me to advise from afar. So I wasn't sure whether he just meant I had to stay over at the far side of the shipyard because the shipyard's quite big by the way and just sort of shout every so often or whatever it meant but it was not to be upfront and involved. It wasn't about getting other people to come in and say, I've got a framework, I can use it, I'm going to apply it to your problem, I'm going to tell you what you need to do. This was absolutely, these guys are going to own it, they're going to take ownership of the solution, they're going to learn lessons and make mistakes and the thing about rabbit holes was absolutely vital in that Ollie wanted me to let them go down rabbit holes so that they didn't keep repeating them but they understood the value of the lessons learned. It's quite interesting trying to understand how many rabbit holes you let somebody go down before the foundations are completely undermined. But I think there was a reasonable enough go in the end, maybe one or two were too painful but the whole point is about getting to a point of self-sufficiency and actually now you can see that although this approach was taken for one particular large area and I'm not sure if it really came through as much as everybody would have seen. The sheer amount of work that these guys have done is huge and the number of people that they've engaged and the number of workshops and the rooms of paper and the books of paper is huge. I want to extend my own personal thanks for their own commitment for doing that and really using it because it was massive as well as coming and sharing it today so thanks guys for that. But it has, without anybody who would call themselves an architect become something which other parts of the business who are going through a transformation or who want to run a programme or project of work have gone to them and said we want to do the same thing so can you come and do that? I know they referenced that but that has become a competency that they are replicating across their business model and without external heavy guidance. And then just a few pieces for me about reflections on it. One was tailoring and anybody who's been involved with the Tegaf spec for any length of time or even recently but at the front it says tailor it twice here. Tailor it for your organisation and tailor it for the project you're working on and I've always kind of believed in that particular part of it very strongly but to see it tailored this way really reinforced that the value of being able to take it and tailor it and adapt the language so that it was your language even if it's a little bit wrong from an external point of view it doesn't matter because it was what they needed to be able to do for their own use and tailoring it so that it worked just for business architecture is an interesting one because there's no technical architecture in there but it still works. You've still got anazis and a 2B, you've still got gap analysis you've still got the transition and road mapping so the whole philosophy and the fundamental thinking that's underneath it is there even though it's had to be tailored so that the letters and the words are different. For me as an advisor one of the interesting parts was I had to let go of a lot of the things that I wanted to jump in on so there are certain things I was like oh I wouldn't have done that I really wanted to kind of nudge some things one way one day or different another way but actually I had to kind of go it's not my project it's not about how I would have done it this is about letting go it's a bit like somebody, a colleague was recently telling me letting the trainer wheels off a bicycle for a child you can't keep pedaling it and don't take that the wrong way but somebody else has got to kind of you've got to let go of the things that you're worried about and the reason for that is because of the outcomes so one of the big parts was I could see what was important to be achieved and why and how that applied back to what the business needed and therefore it was about the results and the outcomes so actually the process that they went through sometimes was a bit different to the way that you might have wanted it to happen but the outcome was the right outcome because it was getting large buy in it was getting the kinds of results published and it was true all the way back up the line line of sight to the original vision and that was absolutely key there was this ability to kind of go we haven't just made this 27th project up this 27th project exists because it's delivering this capability which is part of this vision and if another thing came along or somebody wanted to do something different then it had to justify how it supported addressing one of those gaps that supported delivery of the vision and so the outcomes was what it was all about the ends were the most important part and not the means to it in that sense and business architecture now this was great for me because there are a lot of conversations in the architecture forum around business architecture and across the industry about what it is and as architects we like to try and take a business model and start architecting it in a way that feels right a bit like the old sort of systems architecture piece but when you started having things in there like work wear it gets quite interesting because you suddenly go hang on how does what people are wearing and all the overalls and personal protection equipment how does that fit into an architected approach and it does because it's part of the the selling of it the part of the being proud in what they wear actually even when you start thinking about some of the stuff we're doing around the digital strategy one of the things that came back around recently was looking at tablets and the fact that you have to have pockets in which the tablets might fit in so there's a whole thing that actually these things are linked whichever way you look at it and the last part just to kind of put on all of this is it genuinely worked this is not a it could work it's not a you could use Togaf to do some business architecture work it has genuinely been used to create the architecture roadmap for a pure business transformation and I think that is hugely powerful and I just want to say thanks again for these guys who don't call themselves architects and I asked them that question and they let me stay in the room for a bit but they have done something which I think is hugely beneficial for themselves but also hugely beneficial for us as a forum body to be able to reflect on and learn from so my thanks really goes to them and that's it from me, thank you