Aggregated enterprise architecture wisdom
Reblogged from Steve Blank: Almost every large company understands it needs to build an organization that deals with the ever-increasing external forces of continuous disruption, the need for continuous innovation, globalization and regulation. But there is no standard strategy and structure … Continue reading →
The opportunity to get ahead comes wrapped in the challenge. Nothing new then, it always does! The challenge is both personal and organizational. It is about building cultural proficiency, an intelligence and a skill-set, to thrive in the diversity that … Continue reading →
Guest Post by David Nardoni The responsibility of conducting mobile forensic investigations in the workplace should fall in the lap of the Chief Information Security Officer (CISO). Unfortunately, 58% of organizations do not have a CISO, according to our recent Global State of Information Security Survey of 9,300 senior executives. Often the CIO is tasked with leading efforts to collect evidence when foul play is suspected. Fetching data from mobile devices is fraught with challenges […]
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As some of you may be aware of I with the help of a wonderful set of people has been reviewing the final script for the book The Art of enterprise Architecture (working title). The plan is to have the book ready to be delivered in time for Christmas, just so you may all either […]
By Håkan Edvinsson and Peter Tallungs We have looked at some of the extreme personality types of chief architects to provide some hints on how to deal with them. Below is a list of five Enterprise Architecture characters we have unfortunately … Continue reading →
Service Oriented Architecture has been around for more than a decade and has steadily matured over the years with increasing levels of adoption. Cloud computing, a paradigm that is founded upon the fundamental service oriented principles, has fueled SO…
I was at a conference last week where I heard about a CIO who is banning email. Looks like we’re not finished having a conversation about how email is hampering employee productivity. What tools and techniques can CIOs employ to improve enterprise communications in the face of a proliferation of channels? Is trading email for social collaboration tools the answer or do we need to change employee behavior? How about using the right tools at […]
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Here we are at the final part in our hot discussion – will Agile and CMM get hitched, become a potent combination? If you have followed the earlier parts of this story, you would share my excitement – for the … Continue reading →
In my last post in this series, “CIO Priorities for the Next 3 Years”, we examined the future of Corporate IT, and made some predictions on what CIO priorities for the next three years might be. According to research from…
What’s small, shiny and keeps CIOs up at night? The CEO’s personal devices. CEOs are like every other employee. They love tablets, smart phones and apps. The glaring difference is that the CEO’s personal devices put the company at much greater risk than the gadgets of virtually all other employees combined. CIOs must include chief executives in conversations as they grapple with putting BYOD security policies and procedures in place. Many CEOs criss-cross the globe […]
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In my last post in this series, “CIO Priorities for the Next 3 Years”, we examined the future of Corporate IT, and made some predictions on what CIO priorities for the next three years might be. According to research from…
In 2010, when I wrote the Elemental Links tagline, “Technology Insights for Business Enthusiasts”, some of my trusted associates pushed back, telling me that I need to lead with TECHNOLOGY. But, here’s the thing. In the enterprise, from which I came and continue to serve, a technology-first mindset leads to disdain.
Contrary to the hyperbole of the technology press, analysts, pundits and product marketers, true, enduring, information technology success begins with a business-first mindset, which includes constant context checks.
Now, it would be fair to slap a (micro) pundit label on me, so what follows are snippets from three business-first technology executives, excerpted from this week’s WSJ:
“What directors really value in a CIO is sound strategic thinking and a great ability to execute, says Gambale, a former CIO at Merrill Lynch, Bankers Trust, and Alex Brown, and former partner at Deutsche Bank Capital.”
“We never start with technologies; we always look at trends in the world that are or may be having an impact on the future of our business. One example is the acceleration of innovation to market. Consumers and users want one-on-one connections to any service or product they interact with, so we have to respond. This is thoroughly changing the way we operate—the always-on, instant nature of interaction today.
We look at those megatrends and forces to see which ones will truly impact our business. Then we go look at what strategies we can devise to take advantage of those trends. The final step is evaluating which technologies can enable those strategies. The value is how we enable this dramatic change through technology.
Every three years or so, we review our strategies. Three years ago we focused on the idea of visualization. We have visualized data across the entire company. Everything we do is visual. This transforms the way the business performs because it creates what I call “information democracy.” There are no more layers. The discussions we are having are much more robust.”
“We’re truly guided by these big arcs of change [analytics, cloud computing, emerging markets and “smarter planet] that we believe in,” Rometty said. “They lend context and clarity. When you run a big company, context and clarity mean a lot.”