Aggregated enterprise architecture wisdom
Kim Parker Effective change within an organisation is undertaken to realise a defined benefit. It is imperative the benefit, whether positive or negative, be understood before implementing change. The benefit should also progress the organisation’s defined business strategy. A Benefits Realisation Process … Continue reading →
The ability to flesh out an idea and its potential efficient realisation is absolutely vital for a vibrant, growing and evolving business. Ideas rarely spring up fully formed and many may never see the light of day. The business should … Continue reading →
I recently read an article in the Australian Financial Review. It suggested that there is a split in one of the Australian political parties. The rationale given was that a decision made by leadership could jeopardise future elections. This read to … Continue reading →
Change as previously stated is inevitable. How it manifests itself can bee seen as being either good or bad. Businesses do have a choice which. Any change will impact the business in some degree. Multiple changes will have multiple impacts … Continue reading →
The aphorism “The road to hell is paved with good intentions” is particularly apt when looking at businesses or governments that aren’t doing as well as they should. Intending to do something is not the same as actually doing it. … Continue reading →
Change is inevitable. Every business enterprise whether private, government or ‘not for profit will be subject to some sort of change. How they respond will influence if the the outcome is positive or negative. Change can be driven by many … Continue reading →
What has happened to the practice of having a vision, determining goals and objectives, defining a need, establishing benefits then making good decisions. Recently an email sent by the Australian Prime Minister indicated that expenditure on education in Australia would … Continue reading →
Poor decisions with poor outcomes are common when a business engages in ‘wishful thinking’. Agreeing to pursue a course of action because of what the decision maker wants to occur is not always wise. Ignoring drivers, constraints and capabilities when focused on a … Continue reading →
Achieving an acceptable outcome from any initiative within a business is fraught with obstacles. Achieving an acceptable balance between the dimensions (below) is essential when establishing a plan to execute. Scope: What does the initiative cover; what are its requirements; … Continue reading →
How often do we use the terms skills and knowledge interchangeably and/or erroneously? Knowledge is information acquired through our experiences and the use of various sensory inputs. These include reading, watching, listening, touching, smelling. Knowledge refers to degree of familiarity … Continue reading →
Business Capabilities do not stand by themselves. They have both inputs and outputs and have explicitly defined service expectations. They may be hierarchical with established dependencies or inter-dependencies. Business Capabilities are the fundamental components that provide an organisation’s capacity … Continue reading →
Having a vision statement is essential for an organisation to know ‘why’ it is doing what it is doing. A vision statement supports the rationale for why an organisation exists. It provides both guidance and a means to assess the … Continue reading →