McKinsey’s nine questions for the digital transformation (iii)
“Do you have mechanisms to challenge ideas?”
“Are your people empowered to act?”
Aggregated enterprise architecture wisdom
“Do you have mechanisms to challenge ideas?”
“Are your people empowered to act?”
continuing
Comments on McKinsey’s article on “Nine questions to help you get your digital transformation right”.
“Do you know which customer journeys matter?”
What they (McKinsey) say is that the Digital transformati
what leaders should review, is alternative target operating models or big pictures and new business models for the enterprise, so that they can understand how the business will be changed and be able to make decisions.
The Digital Office should be, as such, in charge of the emerging digital technologies, the digital roadmap and perhaps enterprise architecture. The function would be operating at the top management level rather than IT.
All products and technologies would be enhanced by Digital that would pave the way to IoT (Internet of Things), that is Things that co-operate to deliver a service.
By stopping EA deliberately, we disrupt EA at our own enterprise risk. EA is like a city map where we have to continually update the plans because of new constructions and roads, demolitions,expansion, repairs…
What if we apply the advice at the enterprise level? If it does not work properly why not starting it again, from scratch?
EA is a full time and permanent job exactly because of enterprise change.
The EA should not be modelled during a transformation but before any transformation.
To start and stop the EA function every so often reminds me of Windows we used to turn on and off to make it work.
Can anybody really own a part of the enterprise? What does ownership really mean? The business employs the term because there is a need for some body to be in charge of all issues related to an activity or aspect of the enterprise.
In…