Scaled Agile Framework
Filed under: Agility, Business Technology, Enterprise Services Management, Governance, Project Management
agility
What is Enterprise Agility
Filed under: Agility, Digital Transformation, Enterprise Services Management, Governance
Agile, Lean and Kanban
Filed under: Agility, Business Technology, Enterprise Services Management, Project Management, Remote Management
Key Benefits of Lean Kanban
Filed under: Agility, Business Technology, Enterprise Services Management, Project Management, Remote Management
Improving Flow
Filed under: Agility, Business Technology, Enterprise Services Management, Project Management, Remote Management
Route to Enterprise Scale Agility
Of all the imperatives of digital transformation, the one success factor on which there is consensus is “enterprise-wide agility”. Agility not limited to IT services alone, but all enterprise services working together. Be it the “software development process” or the … Continue reading →
IT service providers: SMEs going global
Published in Outsource Magazine As the media never tires of pointing out, the axis of world economic power is speedily shifting to the East, both in terms of working-age population and GDP. As many of our SME-sized IT service provider clients … Continue reading →
Agility is not Speed
Agility is the ability to change direction quickly.The paradox of agility is that it is that the slower you are moving the faster you can change direction.Just going really fast, in the belief that speed is agility, can lead to a nasty, sudden stop.Pho…
Agility is not Speed
Agility is the ability to change direction quickly.
The paradox of agility is that it is that the slower you are moving the faster you can change direction.
Just going really fast, in the belief that speed is agility, can lead to a nasty, sudden stop.
Photo by Dan Masa
https://www.flickr.com/photos/danmasa/27160870210/in/dateposted/
creativecommons.org 2.0
Rational Rationalization – Part the First
With the upheaval of the economic downturn came a spate of mergers, acquisitions, divestitures, splits and buy-outs. The ensuing chaos of the resulting technology portfolios cannot really be overstated. Many surviving companies are just a mess. In norm…
Enterprise Architecture: Supporting agility in decision making
It would be naive to expect that when running a business that decisions would not need to be made. Situations are constantly arising that will require a response. To be able to reliably respond, appropriately and with some degree of … Continue reading →
Complexity is not a problem
There is a common view in the enterprise architecture world that complexity is a big problem, perhaps the biggest problem, and that the primary task of enterprise architecture is to deal with this complexity.
- “The most pressing problem of the organization is complexity. Complexity is the primary responsibility of the enterprise architect.” (Roger Sessions, Controlling Complexity in Enterprise Architecture pdf June 2007)
- “Enterprises are instances of complex adaptive systems having many interacting subcomponents whose interactions yield complex behaviors. Enterprise Architecture is a way of understanding and managing such complexity.” (Beryl Bellman Managing Organizational Complexity pdf FEAC Oct 2009)
Indeed, I’m sure I’ve said things like this myself. But if complexity is a problem, whose problem is it? I am not seeing a huge rush of businessmen hiring enterprise architects just to deal with The Complexity Problem. Usually they have much more practical problems that they want addressing.