Aggregated enterprise architecture wisdom
This is the final installment of a three-part series that discusses how our vocabulary affects the way we conceptualize Enterprise Architecture, Business Architecture and their relationship. To close, The Open Group’s Leonard Fehskens will consider the implications of a more inclusive concept of enterprise on the future of Enterprise Architecture. Continue reading →
This is a three-part series that discusses how our vocabulary affects the way we conceptualize Enterprise Architecture, Business Architecture and their relationship. This second installment will examine the effect of our definition of enterprise on how we think about EA. Continue reading →
In part 1 of a three-part series, The Open Group Vice President of Skills and Capabilities Len Fehskens discusses how our vocabulary affects the way we conceptualize Enterprise Architecture, Business Architecture and their relationship. Continue reading →
What’s the trend? What’s going to be the New Normal, in business and elsewhere? Perhaps it’s just that time of year when people indulge in pointless ‘predictions’, but I’ve been seeing lots of articles recently that something-or-other either is or…
For some time now I have been promoting the idea that the practice of business architecture is not about creating blueprints and models but applying a set of tools and techniques to form broader perspectives, create deeper insight, and solve business problems. If business architecture is a practice then what is its portfolio of services? […]
The Open Group is busy gearing up for the Newport Beach Conference. Taking place January 28-31, 2013, the conference theme is “Big Data – The Transformation We Need to Embrace Today” and Early Bird registration is now open! Continue reading →
You can’t go wrong if you follow the rules, right? But what happens when you come across something where the ‘rules’ don’t make sense – and yet you still try to hold on to the certainty of ‘the rules’? Or,…
What is collaboration? Why do people collaborate? Perhaps more to the point, why don’t they collaborate? How do we end up so often with what we’d have to call anticollaboration – the exact antithesis of collaboration? So I’m standing there in…
What can our business-capabilities do? As our business-needs and business-context change, what options do we have to re-purpose and re-use those capabilities? These questions came up for me from a brief yet excellent LinkedIn thread on affordances. To me that thread…
We previously looked at why cloud is so important (Challenge the Status Quo and Advance Business through Cloud Computing, ), approaches to cloud strategy (Understanding Which Investments Should go to the Cloud, Cloud Strategy Begins with Value and Balances Risk…
For some time now I have been promoting the idea that the practice of business architecture is not about creating blueprints and models but applying a set of tools and techniques to form broader perspectives, create deeper insight, and solve business problems. If business architecture is a practice then what is its portfolio of services? […]
Upon reading the article titled As Chocolate Is To Peanut Butter, Strategy Is To Tactics, by Nacie Carson, author of The Finch Effect, two questions came to mind. How does the team leader/manager identify which of their organization’s strategic outcomes they can impact, either directly or indirectly and how much impact can they actually have?
The post Business Architecture enables Tactical “doers” to implement Strategy – Part 2 appeared first on Louise A Harris on Enterprise Business Architecture.