Agenda – Lean Konferenz 2023

Learn how Allianz Global Corporate & Specialty SE is using business architecture to contribute to strategic decisions and bridge the gap from strategy formulation through execution. Business architecture has been used to create a reusable structure that enables cross-initiative alignment and improve planning and decision making. Through big picture thinking, the business architecture team emphasized the importance of avoiding a siloed approach, executing a thorough capability assessment for each initiative, and highlighting impacts across common capabilities. Capability heat-mapping provided clarity as to which shared business areas should be prioritized for consideration.

Juliane Berger

Company: Allianz Global Corporate & Specialty SE
Position: Head of Business Architecture

Comparison of different governance models and a short introduction of our new model at Mercedes-Benz

• Actual challenges of our current architecture in the context of our 100% Digital strategy.
• What is architecture governance? Just a buzzword, a set of rules, a police department, boards and processes …?
  An attempt to define architecture governance.
• Different kind of governance models: From central and hierarchical organized governance to decentral and self-organized and community-based governance models.
• Requirements and principles for a new governance approach at Mercedes-Benz.
• Overview of our new lean EA governance model combining the best of both worlds: decentral and flexible expert groups and central decision councils and processes.
• Some highlights and lessons learned from our pilot.
• Summary of key takeaways.

Dr. Thomas Meintrup

Company: Mercedes Benz Grou AG
Position: Head Of Evolutionary Architecture & Verticalization

Transformation. A word that is used more and more in our current times. Companies that aim to be successful in the future need to have their own transformation on the radar. Transformation of their business models, their processes, their structures, their systems.

But one element of a company is often neglected when it comes to transformation: Its workforce, the people, human beings. Who are more often than not unwilling to change, just because someone else wants them to. 

There are innumerable tools and methods applied to foster the transformation of businesses. But somehow these tools and methods don’t seem to be effective when it comes to transforming people. So, what is needed to transform people?

Get an overview on the elements of an effective transformation. Learn what transformation really means and why leadership is of utmost importance. And get a glimpse into one of the key ingredients: Transformed people. Because “transformed people transform people”.

Sylvia Scherer

Company: Sylvia Scherer – Wegbegleiter für Wegbereiter / Former Sustainability Leader @ BMW Group
Position: Founder

The Enterprise Architecture practice at UNIQA, a multinational insurance company serving more than 16 million customers in 18 countries, is driving the company’s digital transformation and standardization efforts. In this talk, Head of EA, Alexander Gudenus and CIO advisor Karsten Voges will describe UNIQA’s EA Service Catalogue and how maturing the EA practice through EA Services and Skill assessments helped with better decision making.  Learn how using LeanIX combined with common templates, application portfolio information, diagrams and architecture artefacts drives standardization of service delivery.

Alexander Gudenus

Company: UNIQA Insurance Group AG
Position: Group Lead Enterprise Architecture UNIQA

Dr. Rainer Lorenz

Company: Elli – A Brand of the Volkswagen Group
Position: Senior Vice President Business Design & Integration

Learn to build a business-aligned IT Strategy in 3 steps – from business context, to key initiatives to an operational strategy.

Get to know how to define your Business Context and what key questions to ask to identify business goals, initiatives, and the organization’s mission and vision. Review last year’s performance and current business drivers to build your key initiatives. Identify foundational elements of your IT’s operational strategy required to successfully execute on key initiatives. This includes many business architecture elements and more like stakeholders, metrics/KPIs, risks, functional and capability roadmaps and budget management.

Marlene Roth

Company: Lufthansa Technik Group
Position: Enterprise Architect

Tobias Mohr

Company: Lufthansa Technik Group
Position: Head of IT Architecture & Production System

Romina Pyplacz

Company: E.ON Digital Technology
Position: Program Lead E.ON Datahouse – Global Data Lake

Herzog & de Meuron’s Design Technologies team is an integral part of their architectural project teams, implementing the appropriate methodology from the start and providing support along the way. They are actively involved in the future of digital tools, working closely with leading universities on research projects, while exploring new possibilities in practice with software developers and other architectural offices. Michael Drobnik will give insights how XR or Software Development leverages the design process and allows new ways of experiencing and developing architecture.

Michael Drobnik

Company: Herzog & de Meuron
Position: Associate, Lead Design Technologies

Learn to build a business-aligned IT Strategy in 3 steps – from business context, to key initiatives to an operational strategy.

Get to know how to define your Business Context and what key questions to ask to identify business goals, initiatives, and the organization’s mission and vision. Review last year’s performance and current business drivers to build your key initiatives. Identify foundational elements of your IT’s operational strategy required to successfully execute on key initiatives. This includes many business architecture elements and more like stakeholders, metrics/KPIs, risks, functional and capability roadmaps and budget management.

Jean Gehring

Company: CIO Advisory & Board member
Position: CIO Advisory

Karsten Voges

Company: Lean42 GmbH
Position: Management Director