13 years, 10 months ago

Live Blogging from OpenGroup Boston – Jeanne Ross

Up first:  Jeanne Ross of MITSloan School of Business on Evolving EA from IT to Business

note:  I’ve been following her research since publication of “Enterprise Architecture As Strategy“, since I’ve witnessed first-hand the consequences of Business Operating Model Mismatch (or BOMM for short).   Not surprisingly, there are many posts on this blog that discuss Business Operating Models and their impact to organizational vitality and stability.

“Architecture is a tough topic at a typical cocktail party.”

“Architecture problems are not IT problems.”

Why Architecture Matters:

  • Enterprise Architecture: the organizing logic for business process, data, and IT capabilities reflecting the integration and standardization requirements of the firm’s operating model.

  • Agility:  the use of existing IT and business process capabilities to rapidly generate new business value while limiting costs and risks.

  • Many firms are not in a position to concern themselves with agility

    • Keeping the firm out of trouble (risks and costs)

    • Making the firm more competitive (NFP: more effective)

  • Architecture function cannot drive benefits if everyone isn’t on board

Key question:  how can Architects sitting in IT get everyone in the business on board?

Going through the research on “EA as Strategy” and “IT Savvy”

My question on the maturity graph – the y axis supposedly measures “Strategic Business Value.”  What is the definition of “Strategic Business Value?”  What are the components?  How can the points on this curve be quantified?  If Enterprise Architecture starts marketing to the business on the value of maturing from silos to business modularity, or points in between, these numbers will be needed to create a compelling and organizational context specific business case.

“Four Stages of business maturity – silos, local standardization, optimized core, and business modularity, and symptoms/capabilities of each

Commitment to IT:

  • – Strategic Choice Making – how will we use IT (and more importantly, what is the scope of IT)?
  • – Actionable Assessment – How will we keep on track?
  • – Working Smarter – How will we work digitally?
  • – Distinctive Digitization – What digital capabilities will we create & reuse”

Going through 7-11 Japan, Toyota Europe, and Campbells Soup examples.

@bmichelson’s take: “#entarch is is mmm mmm good”

To end:

“If there are no business metrics, there is no business architecture.  Stop the train!”

Could not agree more.  This is why we include Metrics and Measurement capability as part of the Business Perspective in our Enterprise Architecture Capability Map.