Aggregated enterprise architecture wisdom
In what ways does what we do within the enterprise require a different perspective on the enterprise itself? In what ways does our maturity-level – our skills, competence and experience – affect what we can and should do within the…
The business academy ignored the BA issue because the term architecture was rather alien to the business community so far. It’s too technical perhaps. But more and more often, business consultancies mention EA in the grander sense that includes busines…
I came across the following post on LinkedIn Pulse: The 5 Resource Bottle Necks In Big Data, Including The Intangible 5th. I think this post is important for all the programmers, software designers and architects that are so infatuated with battling … Continue reading →
I posted earlier on “Where should IT sit in the reporting structure?” I did more research and found this very interesting paper: CIO Reporting Structure, Strategic Positioning, and Firm Performance: To Whom Should the CIO Report? The authors state that the reporting structure for a CIO depends on the strategic positioning of the firm. In […]
The post More on IT Reporting Structure appeared first on Enterprise Architecture in Higher Education.
Following from that recent series on sensemaking and ‘Seven sins of dubious discipline‘, it seems worthwhile to look at that whole context-space from a different direction, another example of a proven metaframework for much the same kind of metadiscipline – namely…
There are so many pressures on the EA team, but it is well worth taking time out to harvest reusable models, patterns, and templates from the work that we’ve already done! August is often a good month to do this, if the holiday season gives your team some respite from daily pressures. This article explains…
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What we often miss today in our enterprise is that common integrated picture of the business, illustrating the functions, flows, information, governance and organisation that only a BA offers.
But, while many teach BA courses a…
Man is a tool-using animal… Without tools he is nothing, with tools he is all. Thomas Carlyle (essayist and historian) 1795-1881
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Does BA exist for us in the same form or as the same concept? Do we even talk about the same thing?
I opened the Chrome browser for a new web-search yesterday, and this is what popped up: Google have my date-of-birth, of course, linked to my GMail account. At which point I finally remembered, “Oh, yeah, it is my birthday, isn’t…
Enterprise-architecture, strategy, and more: they all depend on discipline and rigour, in thinking, sensemaking, decision-making and action. But what happens when that discipline is lost? What are the ‘sins’ that can cause that discipline to be lost? How can we…
Jennifer Belissent and I just published a report on the role of the Chief Data Officer that we’re hearing so much about these days – Top Performers Appoint Chief Data Officers. To introduce the report, we sat down with our press team at Forrester to talk about the findings and about the implications for our clients.
Forrester PR: There’s a ton of fantastic data in the report around the CDO. If you had to call out the most surprising finding, what would top your list?
Gene: No question, it’s the high correlation between high-performing companies and those with CDOs. Jennifer and I both feel that strong data capabilities are critical for organizations today and that the data agenda is quite complex and in need of strong leadership. That all means that it’s quite logical to expect a correlation between strong data leadership and company performance — but given the relative newness of the CDO role, it was surprising to see firm performance so closely linked to the role.
Of course, you can’t infer cause and effect from correlation — the data could mean that execs in high-performing companies think having a CDO role is a good idea as much as it could mean CDOs are materially contributing to high performance. Either way, that single statistic should make one take a serious look at the role in organizations without clear data leadership.
And you’re right, there’s a ton of fantastic data in this report; the next most surprising finding is just the rapid adoption of the role. Forty-five percent of organizations globally is a lot, and this was a particularly broad-based survey, with more than 3,000 respondents.