Aggregated enterprise architecture wisdom
As architects were are usually highly consensus driven. This applies to all architects even those that work in a non commercial environment. The important point in this is what is called the false consensus effect in psychology whereby we overestimate the extend to which our belief and opinions are shared by others or even identical … Continue reading False consensus effect →
In the post What is wrong with this picture? I showed a pattern devised by an enterprise architect to model the standard services they want to provide to customers. The idea of such a service is that is is largely some sort of … Continue reading →
By Martin Owen, CEO, Corso Most organizations operate at a fast pace of change. Businesses are constantly evaluating market demands and enacting change to drive growth and develop a competitive edge. These market demands come from a broad number of … Continue reading →
My first book about enterprise architecture was published in 2003. It was called: Information First – Integrating Knowledge and Information Architecture for Business Advantage. Around 2013, being the tenth anniversary of publication, I planned to do a re-write and produce a second edition. I didn’t think it would take too long! Well here we are…
Fleshing out the co-existence pattern was hard work for the team: Brenda had to coach them through the project, staying away from the technical details such as deployment until the concept is clearly understood and the actual go-ahead from …
To minimise risks, costs, effort, failures plan for an opportunistic transition that should introduce services when existing platforms or technology turn obsolete, need costly upgrades or the transition produces minimum disruption to operation.
Enterprises are sometimes confronted with stagnating situations or projects. These situations may arise because the enterprise might not be able to address them with its own means (organization, infrastructure, methodology, people) and it then requires an external contribution to make things evolve. For example, the enterprise can hire one or more external persons who it hopes will […]
I seem to have acquired the half-joking job-title of ‘business-anarchist’. Huh? Anarchist? You mean like those crazy bomb-throwing guys from the past? Uh, no… – not quite… Quite a long way from ‘”not quite”, actually. You did notice that word ‘business’,…
Autonomy should work both ways, for both the enterprise and the unit. And interfaces are key for autonomy,
Properly most of us have heard about the Stockholm syndrome in hostage cases were the the victim develops positive feelings against their captor or tormentor, often even to the point that they will stop the police from capturing their tormentor. The point known to only a few is that the syndrome actually happens most often … Continue reading Enterprise Stockholm syndrome →
Dear TOG, I hope this letter finds you well. As shepherd of the ArchiMate standard, you are currently working on its next iteration. As I am not part of the ArchiMate Forum, I am going to send you a few … Continue reading →
It was my birthday but that’s only relevant, because it’s one reason I was in a very relaxed mood and perhaps therefore more open to noticing than usual. That and the radically improved weather. In Amsterdam we have a lot of canals. Everyone knows that from the picture postcards but probably not that, outside of […]