The role and rise of the business-anarchist

You may have noticed some new role-titles turning up in the enterprise space. Chief Disruption Officer, for example. Or Chief Transformation Officer. A fair few variants on that theme. But what you probably won’t see – not as yet, anyway

Making a knowledge-base for whole-enterprise EA more accessible

I have a problem. One that might be relevant for you too, if you work in enterprise-architecture or related disciplines. Here’s the situation: I have here this weblog on enterprise architecture and suchlike, built up out of almost a decade of

Dump the BDAT-stack!

For a viable enterprise-architecture [EA], now and into the future, we need frameworks, methods and tools that can support the EA discipline’s needs. Yet there’s one element common to most of the current mainstream EA-frameworks and notations – such as

Architecture as boxes, lines and glue

What do architects do? And why? At this point we’d usually reach out for some apposite metaphor… And yes, by far the most common metaphor is ‘boxes and lines’, or ‘boxes and arrows’. If we take the most stereotyped, ‘boxy’ view

Architecting the balance between usefulness and profit

One of the constant challenges for enterprise-architecture – probably all forms of architecture, in fact – is explaining the value of what we do. For example, like a good conference-organiser or event-host, often the better we do our work, the

The Demoralised Man

Right now there’s an interesting (to me, anyway!) discussion going on within the Enterprise Architecture Network community on LinkedIn, on the role of ethics in EA, and its relationship with EA as a profession. I’ve added a few quick comments

At Integrated-EA 2016

Always enlivening and enlightening, and working with what is perhaps still the closest we’ll see so far to a real ‘the architecture of the enterprise’, the Defence-oriented Integrated-EA conference in London in early March is one of the regular highlights of my

What I do, and why

“Are you the guy who writes books?”, asks the young woman behind me in the cafe. Well, yes, I am – but much as for her, it’s taken me a moment or two to recognise her, and then remember the

Missing the point

It looked fair enough at first, this otherwise innocuous-seeming comment on a recent post of mine, over on LinkedIn: Without information management capabilities how does the organization interact within itself and the broader shared-enterprise. For example the interaction between an