What exactly is ‘the chaotic’ in enterprise-architectures? How do we work with it, design for it rather than ‘against’ it? Yeah, I know this is a theme I’ve visited often here, but to me it’s a challenge that’s right at the core of all of…
Just how restricting – 0r even dangerous – is our seeming ‘need’ for certainty? Over the past couple of weeks I’ve been exploring links between the SCAN sensemaking / decision-making framework and Cynthia Kurtz’s more socially-oriented Confluence sensemaking-framework. I still have some…
Following on from ‘Boundary of identity, boundary of control‘ and ’inside-out versus outside-in‘, perhaps the quickest way to understand the difference: the boundary-of-control delimits what the lawyers think the organisation is the boundary-of-identity delimits what everyone else thinks the organisation is In other…
What’s the boundary of the organisation? Boundary in what sense, and for whom? And how does this impact on enterprise-architecture and the like? These questions came up for me a short while ago when working on an article on enterprise-architecture and ‘right-sourcing’,…
An enterprise operates at several different tempi. For example A retail chain has one tempo aligned to the customer visiting the store, a longer tempo for purchasing and logistics, and a longer one still for planning and establishing new stores A military…
Organisations always have an implicit architecture, but not always an explicit architecture. If they do have an explicit architecture, the chances are that it is an IT Architecture that has evolved over the course of hundreds of little decisions made by developers…
The control of a large architecture function follow the same principle as the control of a few architects: it is merely a question of dividing up their numbers.You create functions on the vertical by instituting segment architects, you create functions on the…