Aggregated enterprise architecture wisdom
In this second posting, we will elaborate on the first part of Force Generation Architecture: the Core Objectives. We shall review the military approach and principles, followed by drawing the parallel with our case at hand. By that we will emphasize the importance of understanding ‘the grand plan’ and – subsequently to this – identify the relevant stakeholders, their concerns and their ability to act.
The terms Goals and Objectives are often used within a business interchangeably. They do however have different attributes and purposes. Scope Goals are expressed in broader terms than objectives. A Goal describes a general intention and is neither specific nor … Continue reading →
Welcome to financial year 2014! Whew! July marks the new financial year and for some of us, the end of a strategy, planning and budgeting cycle. Once again, I had the opportunity to design and facilitate my organization’s business strategy, plann…
Welcome to financial year 2014! Whew! July marks the new financial year and for some of us, the end of a strategy, planning and budgeting cycle. Once again, I had the opportunity to design and facilitate my organization’s business strategy, planning and budgeting process and it seems that each time I learn tons. As a…
As the last post of 2012 I’d like to lead the way to the thinking of Russel Ackoff. There is a lot more of Russel Ackoff to be found on the web.
This is the third and final blog posting of a three-part series discussing how to implement Service-Oriented Architecture through TOGAF® 9.1. Continue reading →
You approved the budget. You greenlit the initiatives. The organization is in motion. And somewhere between that boardroom decision and the front lines, your intent got lost. Finance sees approved investments. Leadership sees dashboards. Teams see projects. No one sees how those views connect to the outcomes the work was funded to produce.
“You can think of an enterprise as a physical algorithm for creating value.”
The question of how well you understand your own enterprise has always mattered. But it has never mattered more than now. As organizations race to embed AI acro…
In complex portfolio environments, strong prioritization decisions are only as effective as the organization’s ability to sustain alignment during execution. Even when initiatives are evaluated rigorously, ranked objectively, and aligned to capacity targets, execution can drift if priorities, plans, dependencies, and risks are not consistently visible across teams and leadership. This blog post concludes the…
Organizations invest significant effort in prioritizing initiatives. Strategic alignment is defined. Financial impact is evaluated. Risk and feasibility are assessed. A ranked portfolio takes shape, reflecting enterprise objectives and leadership intent. However, even well-prioritized portfolios can break down during planning. As funding decisions are made and delivery plans begin to form, gaps emerge. Total investment…
How enterprise architecture helps manage shadow IT and low-code solutions as local tools evolve into shared systems with structural impact.
Why the absence of enterprise architecture increases hidden costs. Understand structural patterns that make change more complex, slower, and harder to coordinate.