The event discussed the use of AI tools to assist rather than replace, focusing on data models and change requests. Key points included:

• Use Cases and Proof of Concept (POC): AI should be used as a tool to help, not replace, existing processes. It can be used as a data model to understand the impact of change requests and appeal to a sense of opportunity. Ensuring short-term goals and pulling in different projects can help achieve necessary outcomes. An organisation conducted a POC and sold it to the board based on KPIs, aiming to reduce lost sales due to poor availability.

• AI Decision Tree and Board Perspectives: An AI decision tree was discussed to determine when it is good to use AI and when it is not. Human interpretation of the needs for AI is crucial. The board often asks about the short-term view of AI and how it can work together with existing systems. There is a need to align the board's view with long-term plans.

• Impact and Industries: The discussion highlighted the need to identify where AI can make the most impact, focusing on the biggest industries in New Zealand where probability and financial gains matter. The cultural aspect of AI adoption in New Zealand was also considered.

The event focused on the importance of data sovereignty and security, and the critical need to link AI initiatives to business problems. Key points included:

• Data Sovereignty and Security: Emphasised the importance of maintaining control over data and ensuring its security. Without addressing these aspects, AI initiatives may face significant challenges.

• Business Problem Linkages and Enhancement of Existing Efforts: Highlighted the necessity of linking AI initiatives to specific business problems. Without a clear business problem, AI efforts may be pointless and lack direction. Stressed the importance of building on current initiatives and enhancing them further rather than starting from scratch.

• Usefulness of AI vs. Written Word and Bias in LLMs: Discussed whether AI has less usefulness compared to the written word, noting that AI's usefulness may have a shorter half-life compared to written notes by humans. Acknowledged the inherent bias in large language models (LLMs) and questioned the trustworthiness of AI outputs.

The event discussed the need to demonstrate ROI for AI, testing datasets, and safeguarding AI chatbots with contextual guardrails. Key points included:

• Top Issues and AI Pilot: Identifying top issues to address with AI and running pilot projects to fix core system issues. Emphasised the importance of data privacy and the need for AI in cloud exit strategies.

• Decentralised AI and Microsoft GitHub: Highlighted the need for domain experts and the risks of centralising AI, which can lead to loss of context and verification challenges. Mentioned the use of AI in every product and the role of entry-level developers.

• AI's Impact on NZ Companies and AI as a Search Tool: Discussed whether AI can transform normal NZ companies or if it will only impact large enterprises. Debated the effectiveness of AI as a search tool for knowledge bases.

• Hype vs. Reality and Testing Datasets: Acknowledged the hype around AI, its interest, and the need to sell the hype to secure investment, despite some scepticism. The importance of testing datasets and implementing contextual guardrails for AI chatbots was discussed.

• Smart Intern Analogy and General Adoption Challenges: AI was compared to a smart intern who is not always right, highlighting the need for human oversight. The event also touched on general challenges in adopting AI, such as the need for critical thinking, security awareness training, and addressing social engineering threats.

The event discussed the importance of education and policies in AI governance, emphasising the role of trusted advisors to prevent users from going rogue. Key points included:

• Governance of AI and Education: A carrot-and-stick approach was suggested to make AI usage more appealing. Starting with a hardline approach to educate users about AI. Trusted advisors play a crucial role in building trust and guiding decisions.

• Blocking and Restrictions and Data Classification: Tools like Zscaler block certain generative AI tools. Managing uncertainty through small iterative approaches, such as using call centre apps for summarising, was discussed. The need for better data classification and resolving historical data issues in SharePoint was highlighted.

• Managing Expectations and Solution-Oriented Approach: Breaking down projects into proof of concepts (POCs) and testing different tools monthly. Junior developers found AI tools helpful, but more experienced developers did not. This feedback was used to create a mini anti-business case. Focus on finding solutions to problems rather than just outcomes.

• Tempering Expectations and AI Categories: Managing expectations is tricky, especially for less technical people. Running sessions with the executive team and external experts, like those from Google, helps provide a realistic view of AI's capabilities. AI was categorised into everyday AI, embedded AI, and custom AI.

• Shadow Reading and Tools and Open Communication: Discussed the use of AI tools like Otter AI and the preference for Teams over Zoom. An AI questionnaire was mentioned to gauge organisational adoption and usage. Making AI initiatives as open as possible to see what others are doing. Comparing AI to health and safety to get executive buy-in and leveraging existing systems and frameworks.

The event focused on the challenges and strategies for gaining adoption of AI within an organisation. Key points included:

• Team Structures and Cybersecurity: Current structures hinder AI initiatives; need hands-on, cost-effective approaches. Overcoming opposition by demonstrating security measures and presenting data protection plans.

• Data Quality and Championing AI: Emphasised the need for real, clean data to avoid skewed results and mistrust. Importance of senior-level support and achieving quick wins.

• Generalist vs. Specialist and Evaluation: Prefer larger language models over fine-tuning unless necessary. Discussed methods for testing and ongoing monitoring.

• Education and Consensus Tool: Need to educate the business on data differences and user awareness. AI models as consensus tools, not formulaic solutions.

• Security Threats and Operationalising AI: Addressing new threats like deepfakes and voice recognition fraud. Formalising AI use and focusing on reducing repetitive HR questions

Overview: This event focused on the challenges and strategies for transforming IT operations, particularly in the context of limited funding and rapid technological changes. Discussions covered the importance of effective governance, strategic planning, and the integration of technology and data.

Key Discussions:

• Funding and Transformation: Addressed the drying up of large investments and the rapid pace of change, particularly in the health sector. Emphasised the need for driving operations to enable business success despite funding challenges.

• Governance and Architecture: Explored the struggle to leverage outsourced architecture, often seen as purely a tech function. Highlighted the need to integrate tech and data and improve business architecture.

• Strategic Influence and Decision Making: Discussed the role of executives in influencing decisions and the move towards capability-based strategies. Emphasised the importance of evidence-based decision making and continuous funding for projects.

• Operational Challenges and Solutions: Examined the issues with shadow IT, the need for clear policies and frameworks, and the challenges of managing legacy costs. Highlighted the importance of iterative approaches, incubator models, and effective communication to align IT with business goals.

Overview: This event focused on improving governance structures, strategic planning, and decision-making processes within IT. Discussions covered the roles of architecture review boards (ARBs), the implementation of Agile practices, and the importance of effective communication and engagement.

Key Discussions:

• Architecture Review Boards (ARBs): Explored the composition of ARBs, emphasising the need for committed leaders. Discussed the challenges faced post-Agile adoption, including the empowerment framework and increased tech choices. Highlighted the importance of aligning strategic planning with business priorities and moving digital governance responsibilities from architecture to digital teams.

• Decision Documentation (ADRs): Addressed the role of Enterprise Technical Design Authority in making significant decisions. Emphasised the importance of documenting decisions, building a monitoring and compliance framework, and encouraging decentralised decision-making while maintaining oversight.

• Rapid Framework Implementation: Discussed the benefits of a rapid framework where participants are motivated and decisions are separated from work management. Highlighted the iterative process of refining decisions and the importance of having a common model for everyone to follow.

• Engagement and Communication: Examined the challenges of involving too many people in design authorities and the need for clear decision-making roles. Emphasised the importance of publishing agendas, ensuring pre-read materials are concise, and allowing people to self-select for meetings to maintain engagement and efficiency.

Overview: This event focused on improving governance structures, implementing effective frameworks, and exploring the potential of emerging technologies like GenAI. Discussions also covered lean architecture practices and the challenges of public cloud adoption.

Key Discussions:

• Governance and Risk Management: Explored the challenges of structuring governance across New Zealand and Australia, the importance of support for effective governance, and strategies to make CFOs look good by raising awareness and saving money. Emphasised the use of granular risk registers tied to financial impacts.

• Frameworks and Lean Architecture: Discussed the use of Enterprise Architecture (EA) frameworks without explicitly mentioning them, focusing on practical application. Highlighted lean architecture practices involving constant iteration, value systems, and investment versus value equations.

• GenAI and Innovation: Examined the use of GenAI for research, tenders, and as a Copilot for developers. Emphasised small-scale iterations and careful experimentation due to current maturity levels. Discussed the importance of use case specificity and internal-only training for Copilot.

• Public Cloud and FinOps: Addressed the high costs of public cloud for specific workflows, with a preference for private cloud for other needs. Discussed the FinOps model for cost management, including chargeback models and treating public cloud resources as released.

Overview: This event focused on key strategies for reducing data footprints, improving data quality, and integrating robust security practices within IT operations. It also covered the challenges and benefits of implementing DevSecOps, choosing cloud deployment models, and managing data effectively

• Data Management and Security: Techniques for lowering data footprints, ensuring high data quality, data classification, encryption, regulatory compliance, tokenisation, and managing Personally Identifiable Information (PII) and sensitive data.

• DevSecOps Implementation: Approaches to integrating security into development and operations, setting up continuous deployment (CD) pipelines, starting with smaller projects to build trust, and ensuring solutions conform to security best practices.

• Cloud Deployment Models: Evaluating single versus multi-cloud strategies, redundancy and cost considerations, hybrid cloud approaches, off-site backups, and performance testing with customers.

• Operational Systems and AI: Scaling operational systems, the role of SaaS, potential of generative AI for centralising data management, data centralisation, categorisation, clear data ownership, and ensuring portability across platforms

Overview: This event explored the complexities of cloud adoption, including cost considerations, multi-cloud strategies, and the challenges of modernising IT infrastructure. Discussions also covered the importance of organisational context, skillsets, and strategic planning.

Key Discussions:

• Cloud Cost Analysis: Evaluated whether cloud solutions are more cost-effective compared to traditional on-premises options. Discussed the financial implications of lift-and-shift approaches without modernisation, and the importance of proactive cost management.

• Multi-Cloud Strategies: Examined the rules and guidelines for successful multi-cloud adoption, considering organisational maturity and context. Highlighted the need for different cloud offerings for various workloads and the constraints posed by SaaS providers.

• Operational Drivers and Challenges: Addressed the drivers for avoiding reliance on a single provider, including disaster recovery and regulatory requirements. Discussed the impact of skillsets on cloud strategy, the role of FinOps in growing capability, and the challenges of transitioning workloads between clouds.

• Modernisation and Innovation: Emphasised the importance of modernising applications during migration, the benefits of containerisation, and the challenges of maintaining a hard timeline. Discussed the role of security as a driver for modernisation and the need for a balanced approach between Capex and Opex.

Overview: This event explored the complexities of cloud adoption, including cost considerations, multi-cloud strategies, and the challenges of modernising IT infrastructure. Discussions also covered the importance of organisational context, skillsets, and strategic planning.

• Cost Analysis: Explored the financial implications of maintaining on-premises data centres versus adopting cloud-native solutions, with a focus on keeping equipment within the country and understanding sunk costs.

• Operational Efficiency: Discussed strategies for managing overhead with small teams, balancing budgets between new initiatives and legacy systems, and the importance of automation.

• DevOps and Team Dynamics: Examined the evolution of DevOps practices, transitioning from split to merged teams, and addressing legacy burdens.

• Risk Management: Highlighted the need for accountability, the role of risk registers, and managing outdated systems.

• Legacy Systems: Developed strategies for handling complex legacy systems, transitioning staff, and dealing with undocumented business rules.

• Business Integration: Addressed challenges in selling changes to the business, managing integration issues, and creating urgency for buy-in.

• Control and Monitoring: Discussed implementing off switches, monitoring changes, and ensuring financial gains cover potential losses.

• Business IT Dynamics: Tackled the independent development by business units, the impact of AI, and the need for flexible, composable architectures

On the 3rd of April 2024, ASB hosted a roundtable for architecture leaders, the general points of discussion were below

• Architecture Models: Discussed federated and matrix models, and their challenges.

• Handover to Delivery: Emphasized the need for architects to embrace delivery.

• Architecture Certificate: Highlighted potential roadblocks and box-ticking issues.

• Leadership Engagement: Addressed challenges with leaders not valuing architecture.

• Conway's Law: Explored its implications for technical debt and structure.

• Incentives: Discussed short-term incentives leading to technical debt.

• Architecture Failings: Focused on whether architecture is set up for success.

• TOGAF Framework: Discussed its applicability.

• Complexity: Highlighted issues with initial plans and changes over time.

• Enterprise Architecture: Challenges of using the term and modeling the enterprise.

• High Trust Model: Emphasized its importance.

• Decision Support System: Discussed using architecture for decision support.

• Heritage of Decisions: Addressed challenges with lower-level decisions.

• Hiring an Architect: Explored the value of systems thinking.

• Overt/Covert Architecture: Discussed embedding principles without using the term.

• Outsourced Architecture: Highlighted challenges with outsourced models.

On 24th August 2023, AWS hosted a roundtable event themed "Tackling Common Architectural Challenges." The discussions focused on several key areas:

• Skill Development: Strategies for training junior team members and establishing Enterprise Architecture (EA) as a career stream within organisations.

• Tooling and Frameworks: Approaches to starting in an organisation with no architecture tools and the current best digital tools used in architecture.

• Business Architecture: Techniques for bridging the gap between technology and business, building a culture of active engagement, and understanding the role of business architecture in solving business problems.

• Agile: The role of architecture and architecture frameworks in an agile environment.

• Other Topics: Strategies to avoid being seen as a blocker to new initiatives, responding to attitudes that view architect methods as overcomplicated, and incorporating Generative AI capabilities into wider architecture.

On 3rd August 2023, 2Degrees hosted a roundtable event themed "Understanding a Problem vs Designing a Solution." The discussions focused on several key areas:

• Opinion-Based Decision Making: Emphasising the use of independent references to achieve alignment among stakeholders.

• Time Constraints: Addressing the challenges of designing solutions under tight deadlines and the importance of managing time effectively.

• Understanding Business Problems: Techniques and strategies for identifying the core business problems and ensuring that solutions align with business goals.

• Stakeholder Solution Designs: Handling situations where business stakeholders present a pre-defined solution rather than articulating the problem.

• Abstraction and Design Models: Encouraging architects to consider abstraction, design models, and trade-offs beyond their experience with specific technologies.

• Adapting Mindset: Helping architects shift their mindset from development to understanding the essence of problems before jumping into solutions.

• Supporting Less Experienced Architects: Assisting less experienced architects, especially those transitioning from engineering roles, in developing their skills in business problem analysis.

On 20th July 2023, Spark hosted a roundtable event themed "Building Influence to Become a Trusted Advisor," where we discussed effective strategies for engaging with executive and board stakeholders on technology roadmap options. Key points included:

• Building Trust: Using the right level of detail and mechanisms to foster trust and alignment, avoiding confusion and disengagement.

• Honesty with Clients: Being a trusted advisor by acknowledging when a proposed technology or approach may not suit the client's needs, building long-term trust.

• Collaborative Teamwork: Working closely with sponsors, balancing short-term and long-term thinking, and quantifying intangible benefits like agility.