Aggregated enterprise architecture wisdom
Russell Ackoff taught about synthesis, the opposite of analysis. http://en.wikipedia.org/wiki/Russell_L._Ackoff He said you can’t understand something by looking at its pieces. His three steps of synthetic thinking are to ask: What is this thing a part of? What is the behavior of its containing whole? What is the role of the thing in that containing […]
If I invest 10% of my income in the northern hemisphere my stake in the whole investment is miniscule. This means that the risk I take is extremly high in relation to the potential outcome. If I invest 10% of my income in the southern hemisphere my stake in the whole investment could be between […]
There seems to be as many ways of talking about capabilities as there are ways of putting a shoe together. To add to the confusion functions, processes and other concepts of enterprise architecture is widely used as capabilities. Here I refer to capabilities as the core skills that we must master as a social system […]
This all started when I first touched base with software architecture back in the 90’s, since then I’ve been drawn to the shaping of concepts to produce some sort of thing, be that business, software or technology. During the last four years I’ve been directing my inquiry into the field of enterprise architecture using the […]
This post is number ten in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors), whom I’ve shared many of the referred to business model experiences with. […]
Link: http://enklare.wordpress.com/2013/06/15/architecture-in-the-domain-of-economics/ From Achieving Business Outcome With Enterprise Architecture 00
This post is number nine in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with. […]
Considering which features to realize should be dependent on time to market for the product and difficulty of realization. Properly used this little tool can help architects balance the organization cash flow. Using this kind of diagraming technique it’s easy to get a comparison overview across many products. 
The basics of a team structure to drive from continuos customer dialog to delivery of result. The Need Team Someone submits an idea for review (basically a change request from anyone) The team reviews the idea and assigns it a status Inform the other teams of relevant status constantly Inform the stakeholders (don’t forget the […]
This post is number eight in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with. […]
This post is the sixth in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with. […]
This post is the fifth in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with. […]