Link: http://www.etc-architect.com/?p=278
From ETC-Architect
When we are hired as an architect we often try to address the major problems first. We do this in various ways, but we will always try to look at the whole picture and try to find the underlying problem(s) and design solutions. We quite naturally find this way the right one without asking ourselves if we might be on a wrong track even if the sponsoring executives get less supportive.
Actually for most executives it is important that people start closing known problems and not start to undercover new ones before the old ones have been addressed.So as an architect should address unknown problems first when you have addressed the existing one as you otherwise are tagged as a problem creator or not part of the solution. Once you are no longer seen part of the solution usually two things happen. Either you are easier out or more common you will get a manager between you and your former boss who will handle all upward communication and as such filter all out new problems.
So if you do not like to be sidelined I suggest that you start keeping heat maps and issue registers and similar to yourself and map new problems to existing ones so that they all show up as part of the problems that the top brass has identified. The board will usually deploy a top consultancy once every few years to do a thorough health check of the company. If you give them your problem list and they include it into their report you are no longer seen as part of the problem while still being able to address them. The only downfall on this way of doing things this way is that recognising underlying causes will never be seen as one of your strength and you will therefore need external help.
If you think that all of this in crazy welcome to the reality!
