Papers by Peter Evans-Greenwood
Copyright © 2006 The Open Group All rights reserved. No part of this publication may be reproduce... more Copyright © 2006 The Open Group All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior permission of the copyright owners. Boundaryless Information Flow ™ and TOGAF ™ are trademarks and Making Standards Work ® , The Open Group ® , and UNIX ® are registered trademarks of The Open Group in the United States and other countries. All other trademarks are the property of their respective owners.
The discovery of useful applications of agent technology is currently generating considerable int... more The discovery of useful applications of agent technology is currently generating considerable interest in both research and business domains. The term ‘agent technology’ refers to a bag of software technologies and methods that realise systems comprised of multiple autonomous, goal-seeking agents that employ cooperation and collaboration to automate or systematise some problem space that existing technologies cannot. This paper cites analysis on the adoption of agent technologies and surveys the characteristics of today’s enterprise computing environment to build a case for the use of agent technology. Relevant characteristics of the technology that appear useful in the enterprise context include anthropomorphism (as a basis for decomposing complex, loosely coupled business systems), adaptability and the ability to manage change, and the concept of deploying multi-agent-based solution architectures one agent at a time, such that each individual agent enacts both a valuable point of ...
The discovery of useful applications of agent technology is currently generating considerable int... more The discovery of useful applications of agent technology is currently generating considerable interest in both research and business domains. The term ‘agent technology ’ refers to a bag of software technologies and methods that realise systems comprised of multiple autonomous, goal-seeking agents that employ cooperation and collaboration to automate or systematise some problem space that existing technologies cannot. This paper cites analysis on the adoption of agent technologies and surveys the characteristics of today’s enterprise computing environment to build a case for the use of agent technology. Relevant characteristics of the technology that appear useful in the enterprise context include anthropomorphism (as a basis for decomposing complex, loosely coupled business systems), adaptability and the ability to manage change, and the concept of deploying multi-agent-based solution architectures one agent at a time, such that each individual agent enacts both a valuable point of automation in its own right and a node in a multi-agent solution. We report on Agentis ’ experience in pursuing this approach by using three indicative agent-based solutions. 1
The explosion of new technology and virtual currencies is changing where, when and how people and... more The explosion of new technology and virtual currencies is changing where, when and how people and business exchange value. The report also demonstrates that while the future of payments is uncertain, the availability of internet connectivity and the mass adoption of mobile devices will impact the payments industry and incumbent payments providers. The phenomenal uptake and usage of mobile devices – and the easy accessibility of mobile payments technology – means today’s consumers are more mobile in their transactions and have a wealth of options available regarding where, when and how they make purchasing decisions. The future of exchanging value – Uncovering new ways of spending explores how the emergence of a new generation of payment solutions and business models is changing the payments landscape. Organisations that look beyond traditional payments platforms and simplify the purchasing process by having the right payments solutions available at the right place and at the right t...
Deloitte Insights, 2022
Creativity doesn’t spark in a vacuum. Nurturing it with the right ingredients and trusting in the... more Creativity doesn’t spark in a vacuum. Nurturing it with the right ingredients and trusting in the eventual payoff is what sets a creative business apart.
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited ... more Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/au/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte has in the region of 200,000 professionals, all committed to becoming the standard of excellence. About Deloitte Australia In Australia, the member firm is the Australian partnership of Deloitte Touche Tohmatsu. As one of Australia's leading professional services firms, Deloitte Touche Tohmatsu and its affiliates provide audit, tax, consulting, and financial advisory services through approximately 6,000 people across the country. Focused on the creation of value and growth, and known as an employer of choice for innovative human resources programs, we are dedicated to helping our clients and our people excel. For more information, please visit Deloitte's web site at www.deloitte.com.au. Liability limited by a scheme approved under Professional Standards Legislation.
Deloitte Insights, 2021
Strategies for business innovation begin with making space for creativity in teams. Metrics to ca... more Strategies for business innovation begin with making space for creativity in teams. Metrics to capture creativity in business can show where to start.
Deloitte Insights, 2021
Technology now allows us to combine digital tools with physical space to create a modern digital ... more Technology now allows us to combine digital tools with physical space to create a modern digital workplace—one that uses the best capabilities of both.
Deloitte Insights, 2021
Work is now digital and mobile, creating new challenges for teams working digitally across bounda... more Work is now digital and mobile, creating new challenges for teams working digitally across boundaries and locations. How can organizations create a supportive digital workplace that drives team productivity?
Deloitte Insights, 2021
Creativity means more than developing new and useful “things.” It also entails new and useful way... more Creativity means more than developing new and useful “things.” It also entails new and useful ways of behaving, marrying action with invention to creatively engage with change across the entire value chain.
Deloitte Insights, 2020
A report from the Deloitte Australia Centre for the Edge and the Commonwealth Scientific and Indu... more A report from the Deloitte Australia Centre for the Edge and the Commonwealth Scientific and Industrial Research Organisation
Deloitte Insights, 2020
Sport is a popular—if not the most popular— analogy for teamwork in business. Much has been learn... more Sport is a popular—if not the most popular— analogy for teamwork in business. Much has been learned by drawing parallels between
the two: the importance of well-defined roles, the relative benefits of specialist versus generalist, the need for a shared goal, and so on. It would be easy to conclude that there’s little left to be learned from sport. Unless, that is, we expand our view to cover the peloton—the team of teams that participates in a major cycling event such as the Tour de France: a collection of distinct teams simultaneously competing and working in concert against a common enemy, fatigue, toward a single destination, analogous to the way teams work in a modern organization. Each team works as an integrated unit, but so does the team of teams—the firm, the business peloton—in the endless quest for productivity and opportunity in a complex and uncertain market.
Whether through a deliberate effort to “keep pace with the challenges of a fluid, unpredictable world,” or inadvertently as a result of efforts to
disrupt the edge, firms are building cross-cutting teams to address specific issues or drive innovation, transforming themselves into networks or ecosystems of teams. Firms that do manage to adapt are establishing themselves as the market leaders. New winners and losers are being created as we write.
The question is then: What can leaders learn from this analogy to create high-performing teams and build their peloton? In the pages that follow, we explore the changing nature of teams in today’s business environment, examining how the analogy of a cycling peloton can help us to better understand how teams function in a modern organization. We posit five conditions necessary for team effectiveness in a modern business peloton. Together, these conditions position teams to operate effectively with a workforce that covers a spectrum of worker types within a workplace that is no longer dictated by physical proximity to undertake work that may be automated and done by—and with—smart machines.
Deloitte Insights, 2019
To be effective in an increasingly technological workplace, workers must know, not just how to u... more To be effective in an increasingly technological workplace, workers must know, not just how to use digital tools, but when and why to use them. Critical to this ability is digital agency: the judgment and confidence required to navigate and be effective in unfamiliar digital environments.
How do we prepare students for a life immersed in this emerging digital environment?
Deloitte Insights, 2018
Technology isn't the only, or even main, source of disruption. Increasingly, all it takes is the ... more Technology isn't the only, or even main, source of disruption. Increasingly, all it takes is the realization that social and economic factors enable old technologies to be used in new ways.
The dynamics of disruption are changing from simple disruption due to a specific technological innovation, to complex disruption stemming from a confluence of technological and nontechnological trends.
To identify complex disruption, companies can ask: Is the disruption due to the invention of new technology, or is it due to a combination of factors, of which technology is only one?
To position a firm to capitalize on such disruption, business leaders should identify and invest in the disruption’s key enabling trends in order to give themselves the real option of capitalizing on the opportunity (or not) in the future.
Deloitte Insights, 2018
The advent of artificial intelligence calls for a rethinking not only of humanity’s relationship ... more The advent of artificial intelligence calls for a rethinking not only of humanity’s relationship with machines, but of how we, as a society, define and reward the fruits of human labor.
Deloitte, Australia, 2018
Last year Deloitte’s Centre for the Edge and Geelong Grammar School looked into the question “sho... more Last year Deloitte’s Centre for the Edge and Geelong Grammar School looked into the question “should everyone learn how to code?”. Our new essay ‘To code or not to code? From coding to competence’ continues the conversation, unpacking what we mean by digital competency, how our relationship with digital tools is changing the nature of work and the demands on the worker and workplace, and creates a framework to help us answer the question: how do we prepare students for a life immersed in this emerging digital environment?
A national series of workshops will follow later in the year where the proposed digital competency model will be refined and a set of example cases and lessons that show digital competency in action will be created. Follow the Deloitte blog for updates or enquire about participating by contacting either of the lead investigators Peter Evans-Greenwood or Tim Patston.
Fears of AI-based automation forcing humans out of work or accelerating the creation of unstable ... more Fears of AI-based automation forcing humans out of work or accelerating the creation of unstable jobs may be unfounded. AI thoughtfully deployed could instead help create meaningful work.
Executable strategy requires insightful thinking and disciplined execution Deloitte brings deep i... more Executable strategy requires insightful thinking and disciplined execution Deloitte brings deep industry experience, rigorous analytical capabilities and a pragmatic mind-set to help our clients solve their most complex business problems.
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Papers by Peter Evans-Greenwood
the two: the importance of well-defined roles, the relative benefits of specialist versus generalist, the need for a shared goal, and so on. It would be easy to conclude that there’s little left to be learned from sport. Unless, that is, we expand our view to cover the peloton—the team of teams that participates in a major cycling event such as the Tour de France: a collection of distinct teams simultaneously competing and working in concert against a common enemy, fatigue, toward a single destination, analogous to the way teams work in a modern organization. Each team works as an integrated unit, but so does the team of teams—the firm, the business peloton—in the endless quest for productivity and opportunity in a complex and uncertain market.
Whether through a deliberate effort to “keep pace with the challenges of a fluid, unpredictable world,” or inadvertently as a result of efforts to
disrupt the edge, firms are building cross-cutting teams to address specific issues or drive innovation, transforming themselves into networks or ecosystems of teams. Firms that do manage to adapt are establishing themselves as the market leaders. New winners and losers are being created as we write.
The question is then: What can leaders learn from this analogy to create high-performing teams and build their peloton? In the pages that follow, we explore the changing nature of teams in today’s business environment, examining how the analogy of a cycling peloton can help us to better understand how teams function in a modern organization. We posit five conditions necessary for team effectiveness in a modern business peloton. Together, these conditions position teams to operate effectively with a workforce that covers a spectrum of worker types within a workplace that is no longer dictated by physical proximity to undertake work that may be automated and done by—and with—smart machines.
The dynamics of disruption are changing from simple disruption due to a specific technological innovation, to complex disruption stemming from a confluence of technological and nontechnological trends.
To identify complex disruption, companies can ask: Is the disruption due to the invention of new technology, or is it due to a combination of factors, of which technology is only one?
To position a firm to capitalize on such disruption, business leaders should identify and invest in the disruption’s key enabling trends in order to give themselves the real option of capitalizing on the opportunity (or not) in the future.
A national series of workshops will follow later in the year where the proposed digital competency model will be refined and a set of example cases and lessons that show digital competency in action will be created. Follow the Deloitte blog for updates or enquire about participating by contacting either of the lead investigators Peter Evans-Greenwood or Tim Patston.
the two: the importance of well-defined roles, the relative benefits of specialist versus generalist, the need for a shared goal, and so on. It would be easy to conclude that there’s little left to be learned from sport. Unless, that is, we expand our view to cover the peloton—the team of teams that participates in a major cycling event such as the Tour de France: a collection of distinct teams simultaneously competing and working in concert against a common enemy, fatigue, toward a single destination, analogous to the way teams work in a modern organization. Each team works as an integrated unit, but so does the team of teams—the firm, the business peloton—in the endless quest for productivity and opportunity in a complex and uncertain market.
Whether through a deliberate effort to “keep pace with the challenges of a fluid, unpredictable world,” or inadvertently as a result of efforts to
disrupt the edge, firms are building cross-cutting teams to address specific issues or drive innovation, transforming themselves into networks or ecosystems of teams. Firms that do manage to adapt are establishing themselves as the market leaders. New winners and losers are being created as we write.
The question is then: What can leaders learn from this analogy to create high-performing teams and build their peloton? In the pages that follow, we explore the changing nature of teams in today’s business environment, examining how the analogy of a cycling peloton can help us to better understand how teams function in a modern organization. We posit five conditions necessary for team effectiveness in a modern business peloton. Together, these conditions position teams to operate effectively with a workforce that covers a spectrum of worker types within a workplace that is no longer dictated by physical proximity to undertake work that may be automated and done by—and with—smart machines.
The dynamics of disruption are changing from simple disruption due to a specific technological innovation, to complex disruption stemming from a confluence of technological and nontechnological trends.
To identify complex disruption, companies can ask: Is the disruption due to the invention of new technology, or is it due to a combination of factors, of which technology is only one?
To position a firm to capitalize on such disruption, business leaders should identify and invest in the disruption’s key enabling trends in order to give themselves the real option of capitalizing on the opportunity (or not) in the future.
A national series of workshops will follow later in the year where the proposed digital competency model will be refined and a set of example cases and lessons that show digital competency in action will be created. Follow the Deloitte blog for updates or enquire about participating by contacting either of the lead investigators Peter Evans-Greenwood or Tim Patston.