A Revaluation of Gartner's Bimodal Model. Governance in the Age of Big Data and ML/AI: "Atlas".

It occurred to me, that from a governance point of view, and from an enterprise architecture point of view, we could, in our aim to responsibly develop and use Machine Learning and AI in an organisation, learn from what Gartner coined, from 2015 onwards as "Bimodal".

As listed in the Gartner Glossary:

Bimodal

Bimodal is the practice of managing two separate but coherent styles of work: one focused on predictability; the other on exploration. Mode 1 is optimized for areas that are more predictable and well-understood. It focuses on exploiting what is known, while renovating the legacy environment into a state that is fit for a digital world. Mode 2 is exploratory, experimenting to solve new problems and optimized for areas of uncertainty. These initiatives often begin with a hypothesis that is tested and adapted during a process involving short iterations, potentially adopting a minimum viable product (MVP) approach. Both modes are essential to create substantial value and drive significant organizational change, and neither is static. Marrying a more predictable evolution of products and technologies (Mode 1) with the new and innovative (Mode 2) is the essence of an enterprise bimodal capability. Both play an essential role in digital transformation.

Or, visually, to identify the differences between the two modes:

and:

Source for both images: Martin B?rjesson, Leading With Bimodal. 2016 09 21

In other words, you do things in a certain way, when running your IT, where you want to run things reliably, efficiently and predictably. At the same time you need to adapt to your client's needs, a changing legal context and technical developments that, when picked up early enough, will differentiate you from competitors and make yourself relevant for the future. So, your organisation, at the same time as running a steady IT to facilitate core processes, also has to innovate, which you want to run differently; agile, in short cycles (fail fast & learn fast).

We know all about these two 'modes'. The 'mode1' IT department only serves the existing services. New services and capabilities can not easily be developed, simply by shooting a request ticket at the service desk. Typically innovation is governed by a Program and Project Portfolio, and developed in projects. Of which the deliverables will be maintained and run by the 'mode1' organisation, and shall have to meet certain quality criteria and standards.

'Mode 3'

I suggest, as a hypothesis, to think of Machine Learning and Artificial Intelligence, in the context of Big Data ('Data Lakes' even) as a third mode. One already observes that the 'mode1' organisation usually is not primarily in the loop when ML/AI is developed. ML/AI also 'lives' outside the 'mode2' organisation, in yet different projects, financed by different funders and executed by different experts, within the organization.

I expect the alignment of governance and architecture for all three modes as one of the eminent challenges of the aware CIO. And thus for all specialists in the information column; the Information Managers, Demand Managers, the Architects, the CISO, CPO and DPO as well.

In Bimodal IT we had the "Marathon Runner" and the "Sprinter".

I propose as a metaphor for 'mode3' a platoon of advanced humanoid robots, not unlike "Atlas", created by Boston Dynamics:

Love to explore this line of thought further with a Gartner analyst.