Aggregated enterprise architecture wisdom
Jeff Scott Business architecture is still new enough that highly successful practices are difficult to find. Most organizations are struggling to get off the ground and gain traction. However, we can learn a lot from the currently successful trail blazers. Powerful business architecture practices – those making a significant difference in their organizations: Offer a strong value […]
There is a lot of effort going into creating, and arguing about, the definition of business architecture. This seems to me to be wasted energy as most efforts are focused on creating an accurate definition rather than a meaningful one. And, well, everyone is talking but no one is listening. Accelare has its own definition […]
A comment to last week’s post, “You call that innovation?” got me thinking about why most companies do so little innovating. Mark wrote: On point 7 – Doing things that can’t be done. This is the realm of great innovation. This however is the most difficult, especially for public companies. Doing what can’t be […]
Last week I was on a panel discussing innovation trends in technology for the board of directors of an information technology intensive company. They don’t make technology, but their primary product is a digital based service. One of the panel members and I had a lively discussion about the meaning of innovation. We were in […]
I just want to be heard. And, OK, maybe understood a little. Agreeing with me would be nice too, but honestly, most of the time I would be content with just being understood. And isn’t that what we all want – to be heard, really heard. The problem is, so few people know how to […]
Accelare is a dynamic, fast-growing, US based consulting practice. We work with business executives to develop the organizational capabilities they need to successfully execute their strategies and realize their company’s vision. Founded in 2001 in Boston, MA, Accelare’s name is derived from the Latin word accelerāre to go faster; to cause faster or greater activity, […]
In last week’s post ,The problem With Problems, I presented a framework for defining and solving problems. I described how symptoms are often presented as problems, how the immediate situation exacerbates the problem, and how the context provides fuel to keep the problem nourished and growing. Three types of problems live within this framework: simple, […]