5 years, 10 months ago

Technology Adoption Strategies for Business Systems

Technology Implementations: Too Important to Fail Regardless of an enterprise’s size and industry, technology touches every aspect of a business’s operations now more than ever. Successful technology implementations have always been important but in today’s economic landscape, technology implementations NEED to be successful as they can make or break a business. Here are some horrific […]

7 years, 23 days ago

Know Your Personality

5 years ago I wrote that the best personality to have in architecture consulting was the “Type A” – a personality type characterized by ambition, high energy, competitiveness, and thought to be susceptible to stress and heart disease. The whole Type A/B model of personalities isn’t a very reliable one (it was concocted by cardiologists in […]

7 years, 8 months ago

“Who” Creates Risk

Costello: Well then who’s on first? Abbott: Yes. Costello: I mean the fellow’s name. Abbott: Who. Costello: The guy on first. Abbott: Who. Costello: The first baseman. Abbott: Who. Costello: The guy playing… Abbott: Who is on first! Today’s blog is triggered by the entry authored by my friend and colleague, Ben Sommer, reflecting on […]

9 years, 9 months ago

Managing transformation: principles or methodology first?

Having previously worked for a global tier-1 business/IT consulting firm, one of the practices I have taken pride in is the prevalence of “best practice” frameworks and methodologies for solving common problems. Doing enterprise transformation? Fine, let’s apply our architecture framework. In need of a different technology strategy? We have a nice digital strategy framework […]

10 years, 8 months ago

Link: disrupt thyself

“Success in self-disruption requires at least the following six elements:

1. An autonomous business unit. The unit should have all the functional skills it needs to succeed, freeing it from reliance on the parent organization, and it must not report to the business or businesses that are being disrupted.

2. Leaders who come from the relevant “schools of experience.” These leaders have addressed a variety of challenges, especially in the kinds of problems the new growth business will face. They are often necessarily sourced from outside the organization” …

source link: bmichelson on tumblr excerpting HBR article on Disrupting Consulting
via Diigo

Additional disruption of consulting in Scott Berkun’s Consultants Should All Get Real Jobs

10 years, 11 months ago

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…

11 years, 7 months ago

The Business Architect’s Service Portfolio Part Two: Organizational Performance Services

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? […]

11 years, 10 months ago


There are lots of models around describing leadership characteristics and roles. Here is one I have been using for a number of years to introduce the role of the leader. While not a complete model, it does get across some of the more important attributes of excellent leaders. VISION – One of the first roles […]

12 years, 2 months ago

Enterprise Architecture Change is Coming. Are You Ready?

There is an impending change coming. In many ways this change is being driven by the move into The Cloud, (the commoditization of IT) and the move to Bring Your […]