The 8-Level Model: combining enterprise architecture and coaching
A holistic framework that brings together strategy, capabilities, processes, organisation, IT and culture – with people at the centre.
Why a new model?
Many companies fail because of isolated approaches: the technology is there, and so are the processes – but humanity is missing. Technical disciplines such as enterprise architecture management or IT service management concentrate on structure, cultural approaches on awareness and values, and strategic decisions are often made without a systematic framework. The 8EM brings these perspectives together.
Technology without humanity is like a ship without a compass: it moves – but in the wrong direction.
The eight levels: an overview
From direction (levels 1–4) via the core (level 5) to implementation (levels 6–8).
Level 1 of 8: Direction
Vision
What do we stand for?
The picture that drives everyone – the longing for the wide sea.
People-centred: People understand why something is changing.
Level 2 of 8: Direction
Mission
How do we intend to achieve the vision?
The mandate that follows from the vision, and the framework for all further decisions.
People-centred: Every role recognises its contribution.
Level 3 of 8: Direction
Strategic goals
How do we measure progress?
Measurable milestones that make the vision and mission tangible.
People-centred: Success is also measured by how people are doing along the way.
Level 4 of 8: Direction
Operational goals
What exactly do we do?
Concrete steps that put the strategic goals into practice in everyday work.
People-centred: Goals remain manageable and achievable.
Level 5 of 8: Core of the model
Capabilities
What must the company be able to do?
The capability map shows all competencies – from marketing through HR and finance to IT. They are analysed, prioritised and assigned: do it ourselves or buy it in?
People-centred: People's competencies become visible and are valued.
Level 6 of 8: Implementation
Processes
How is it done?
Workflows that bring each capability to life in everyday work – reviewed, improved and, where it makes sense, automated.
People-centred: Those affected help to shape their own workflows.
Level 7 of 8: Implementation
Organisation
With whom is it done?
Roles, responsibilities and teams – mapped in the organisation chart and linked to the capabilities.
People-centred: Leadership serves the team instead of controlling it.
Level 8 of 8: Implementation
Tools & IT systems
What supports the work?
Tools and systems, selected according to the capabilities and processes they support – connected via the information model.
People-centred: Technology is chosen together with its users – not over their heads.
The object hierarchy: connecting data, business logic and meaning
To connect technology with the business perspective, the 8EM uses a four-tier object hierarchy. Together with the capability map, it forms the basis for data-driven strategic decisions.
| Tier | Meaning | Example |
|---|---|---|
| 1. Data objects | Technical raw data | Database tables, log files |
| 2. Business objects | Business entities, for example from BPMN or UML models | Customer, order |
| 3. Information objects | Meaningful links between data objects and business objects | Customer profile, risk analysis |
| 4. Information model | Systematic representation of the relationships between information objects | Customer data platform |
Theory U: the path through change
Otto Scharmer's Theory U (MIT) helps people to stop acting from old patterns of thinking (“downloading”) and instead to sense new possibilities for the future. In the 8EM, it structures change processes in five movements.
- 1
Co-Initiating
Clarify the shared intention: who wants what?
Workshop with IT, business departments and management - 2
Co-Sensing
Perceive how people experience the current situation.
Empathy interviews - 3
Presencing
Let go of old patterns of thinking and sense new possibilities.
Vision workshop: what would an IT that connects people look like? - 4
Co-Creating
Develop prototypes and try out ideas.
Pilot project with real user feedback - 5
Co-Evolving
Anchor what has proven itself and roll it out across the company.
Scaling and cultural change
Understanding culture with Spiral Dynamics
Spiral Dynamics (based on the work of Clare Graves, Don Beck and Christopher Cowan) describes value systems as stages of development. In the 8EM, it helps people talk about the culture of teams and organisations and foster a culture in which innovation and empathy are in balance.
- Blue – order and rules
Necessary for compliance and data protection, but not sufficient on its own. Rules as a framework for freedom, not as shackles.
- Orange – success and innovation
This is where classic EAM lives – without empathy, it turns cold. Innovation should serve people.
- Green – community and harmony
The coaching perspective – without structure, it becomes chaotic. Hence: empathy plus clear processes.
- Yellow – systems thinking
Seeing IT and humanity as a whole; fostering cross-functional teams of IT specialists and coaches.
- Turquoise – holism
Living human values in the digital age: every decision asks whether it serves people.
The direction: green with elements of turquoise – community, empathy and collaboration, carried by the vision of a more humane digital world.
Change on all levels: the Dilts pyramid
Robert Dilts' logical levels show the level at which change takes place – from the environment up to the vision. The 8EM addresses all six levels.
- Vision / missionStrengthening human values in the digital age
- IdentityBridge-builder between technology and humanity
- Beliefs & valuesTechnology strengthens values – when used in the right way
- CapabilitiesArchitecture management, coaching, change management
- BehaviourAgile IT processes and empathy training
- EnvironmentData platforms, collaboration software, AI-supported tools
I use Spiral Dynamics, Theory U and the Dilts pyramid as models for reflection and dialogue, not as psychological diagnostic instruments.
Five principles of people-centredness
- Ask with every decisionDoes it serve people – or does it serve the system? For example, when it comes to IT investments or process changes.
- Measure success differentlyNot only “What have we achieved?” but also “How did people feel along the way?” – for example through regular feedback rounds.
- Design technology with empathyInvolve users in the design, for instance in co-design workshops.
- Lead with humanityAs a servant leader, you serve your team instead of controlling it.
- Connect IT and coachingUse technology to strengthen human values.
What sets the approach apart
| Common view | Holistic approach |
|---|---|
| IT as a cost factor | IT as an enabler of human values |
| Coaching as an add-on service | Coaching as a core competence for lasting success |
| Data as a resource | Data as a means of understanding and empowering people |
| Culture as a soft topic | Culture as a strategic success factor |
| Transformation as a project | Transformation as a shared journey |
| Success = What was achieved? | Success = What was achieved – and how did people fare along the way? |
Frequently asked questions
What is the 8-Level Model (8EM)?
The 8-Level Model is a holistic framework for enterprise design that Peter Hoenig is developing. It connects eight levels – vision, mission, strategic goals, operational goals, capabilities, processes, organisation, and tools and IT systems – and puts people at the centre of every decision.
Why are the capabilities at the centre?
Capabilities describe, in a stable way, what a company must be able to do. They change less often than processes, organisation or software and are therefore well suited as a common point of reference for strategy, IT and business departments.
What is the object hierarchy?
The object hierarchy arranges information in four tiers: data objects (technical raw data), business objects (business entities such as a customer or an order), information objects (meaningful links such as a customer profile) and the information model, which represents their relationships.
What role do Spiral Dynamics, Theory U and the Dilts pyramid play?
They serve as models for reflection and dialogue: Spiral Dynamics helps to discuss value orientations in teams, Theory U structures change processes, and Dilts' logical levels show the level at which change needs to start. They are not diagnostic instruments.
Is the model scientifically proven?
The model is still being developed. There is not yet a holistic scientific foundation for it. Theory U, Spiral Dynamics, enterprise architecture management and the Dilts pyramid, however, are already well founded and in use today as independent tools and methods.
Can I use the model without consulting support?
The 8-Level Model in your company
Would you like to know how you can apply the model – or do you have your own experience with people-centred IT? I look forward to exchanging ideas with you.
- You send me a short note on what it is about.
- We talk for about 30 minutes by phone or video – free of charge.
- You receive a proposal for the modules that suit you.
- peter.hoenig@my-coaching4you.de
- Phone
- 04952 9527002
- Mobile
- 0151 68112505