Aggregated enterprise architecture wisdom
Applying Capabilities to Business Challenges Business capabilities have quickly become the core element of most business architecture models. Their appeal is driven largely by three factors. First, business leaders at all levels find capabilities an appealing and useful way to think about growing their organization’s impact. Second, capabilities are versatile, easily applied to high-level strategic […]
One of the biggest challenges in building capability models is getting people to move from functional thinking (the things we do) to capability thinking (the ability we have to do things). The reason this is so difficult is that organizations generally create organizational functions around capabilities so they often look very similar. For example, most […]
Assessing Business Capabilities Business capabilities have quickly become the core element of most business architecture models. Their appeal is largely driven by three factors. First, business leaders at all levels find capabilities an appealing and useful way to think about growing their organization’s impact. Second, capabilities are versatile, easily applied to high level strategic activities […]
Constructing Business Capabilities Business capabilities have quickly become the core element of most business architecture models. Their appeal is largely driven by three factors. First, business leaders at all levels find capabilities an appealing and useful way to think about growing their organization’s impact. Second, capabilities are versatile, easily applied to high level strategic activities […]
Defining Business Capabilities Business capabilities have quickly become the core element of most business architecture models. Their appeal is largely driven by three factors. First, business leaders at all levels find capabilities an appealing and useful way to think about growing their organization’s impact. Second, capabilities are versatile, easily applied to high level strategic activities […]
Beliefs are powerful. Sometimes, to achieve something, all we need is to hold on to our beliefs. Then there are times when we can’t get where we want to be, unless our beliefs are seriously shaken and eventually changed. Beliefs can influence our capabilities. And the evidence of our capabilities can change our beliefs. Let’s […]
There is much to recommend about changing how we create, deploy and offer our services and products to customers. Yet there is an entire consulting industry built around avoiding the pitfalls of cloud.
Photo by Tim Hipps, FMWRC Public Affairs I’m a little ashamed to admit I’ve spent far too much of my career debating colleagues on the merits of capability versus process. In the worst example, I engaged in an intense debate … Continue reading →
As technology architecture professionals, we can only be successful and valuable to those who pay us if we frame our work in terms of capabilities at the outset. If we start with details, we’ll ultimately fail.
An architecture for a solution requires understanding the problem at hand well enough that solving it can be described in terms that everyone understands. The architect speaks in terms of capabilities, not products.
What would it take for your business to view IT as a valuable, essential partner instead of an annoying cost-center that they’re forced to deal with? Wouldn’t that be better for you and better for them?
Anything IT does should be seen as consistent. Using words like “Principle” with the definition most people have for it is a sure-fire way to disappoint folks. It turns out that instead of a iron clad ‘always-will-do’ thing, our Principles are merely s…