This post is the second in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva…
In an earlier post I’ve laid out the Wheel of Leadership as a tool for the leader among architects. In this post I’ll visualize some of the approaches one can have as one employ the Wheel of Leadership. Pure forward flow In…
In my last post I suggested that the planning of large transformation projects needs to focus more on the first step than on the end goal, because that first step, once taken, will be the “new now” - the reality with which…
A strange kind of annual ritual that they did there, that subtle ‘work-to-rule’, every year that I worked at that place. Each autumn, up would come the new crop of graduates, each with their shiny new graduation-certificate and their own absolute certainty…
When planning and measuring business benefits there are three basic contributing elements: revenues, costs and intangibles. If you look for guidance on “types of cost” most sources decompose cost types in accounting terms like those shown in the very good extract from…
‘Value-proposition’ is a term much-bandied-about in business-models and the like. Yet what exactly is it? A tweet by Alex Osterwalder pointed me to an article by Steve Blank on ‘How to build a billion-dollar startup‘, which included this brief section on the role of the product…
An article by Tom Graves defining the scope of “business” every organisation is also ‘a business’ the business of an organisation is whatever the organisation does, for whatever business-reasons and business-drivers every organisation has a business-architecture that describes the structure and story…
What is business? For that matter, what is – or is not – ‘a business’? Seems a kinda important question for business-architecture, doesn’t it? And yet no-one seems to ask it… So let’s just do some proper enterprise-architecture thinking around this one – otherwise we’ll…
To set my thoughts in perspective I came up with the “brilliant” idea of describing what I think of as designing The Happy People Business. This is part two in an expanding series of posts where I’ll elaborate on this topic. The…
Is a market an organisation, or an enterprise? Seems to me the only valid short-answer is ‘Yes’… Can we design a market? We’d probably say ‘Yes’ there too, though perhaps with a fair few ’It depends…‘ riders attached to that answer. And when seeking…
It’s not so long ago that we still had debates about whether complex projects should be delivered as a “big bang” or in phases. These days the big bang has pretty much been forgotten. Why is that? I think the main reason…
What do enterprise-architects actually do? What unique contribution do they bring to the enterprise? What triggered this was one paragraph in Len Fehskens’ item on current and future enterprise-architecture, in the Open Group blog ‘2013 Open Group Predictions, Vol.1‘. Here’s the first sentence…