The Risk of Doing Nothing

bg outline

By: Ben Geller, VP Marketing, Troux

describe the imageCurrent events paint a picture of a finance sector plagued with “Technical Debt” resulting in security breaches, ATM lockouts, blocked debit and credit cards, and more. It often feels like as consumers we have little choice but to accept these faulty systems. But, the more I read about these challenges, the more the enterprise architecture (EA) side of my brain takes over. From an EA perspective, the break down started a long time ago when executives chose a wait-and-see approach to problem solving that consisted of applying system patch – after system patch versus wholesale upgrades or rebuilds. Looking back makes it clear that the sector can no longer be idle. Let’s start from the beginning.

Where were you for the moon landing?

Our current banking systems date back to the 60s and 70s when transactions posted over night. But, today’s systems demand real-time automation for things like ATM and mobile banking. The kicker is that as the products and services evolved the core systems did not. Things like mobile banking channels require mobile technology and consumer mobile technology didn’t exist during the days of Neil Armstrong. So, instead of a complete re-do the legacy systems were built on, over, and side-by-side.

Back to the future

Now troubles are creeping in as a result of the MacGyver-style remedies. The UK seems particularly afflicted, most notably with two very public RBS failings in 2012 and 2013. The RBS missteps prompted a formal investigation where the appointed regulatory body found significant deficiencies at eight major UK banks stemming from the various legacy system band-aids.

The UK findings have lead to more stringent regulations that carry hefty fines when standards aren’t met. Tighter regulations coupled with the uphill battle of trying to maintain outdated technology have put the sector in a tough predicament.

Now what?

For most CFOs and CIOs it can be dizzying to think about it. Maintaining the status quo in these conditions is hard enough; imagine trying to repair it at the same time. That’s the beauty of enterprise architecture. It’s more than identifying what needs to be changed; it allows business leaders to understand the impact of the change in the context of the connected enterprise. When done right, EA provides a complete look at the systems that have amassed. It’s an exploration of how legacy systems connect to key business processes, the technology they rely on, the applications that make them work, and the information that flows through them. This visibility and line-of-sight gained gives a clear picture of both the costs and the benefits of change so that business leaders can develop an effective plan to upgrade and transform their legacy systems to modern ones.

Companies like American Express, Swedbank, and Discover Financial Services have seen tremendous benefits from EA initiatives. In fact, the Discover Enterprise Architecture Repository project received InfoWorld’s 2010 Enterprise Architecture Award. The project realized over $4.7 million in IT savings and / or cost avoidance. Read the full case study here.

Yes, it takes time and a lot of hard work. But, like Neil Armstrong taught us at the same time these systems were put in place, one small step can also equate to a giant leap.

 



New Call-to-Action

Categories Uncategorized

Q&A with Jim Hietala on Security and Healthcare

By The Open Group We recently spoke with Jim Hietala, Vice President, Security for The Open Group, at the 2014 San Francisco conference to discuss upcoming activities in The Open Group’s Security and Healthcare Forums. Jim, can you tell us … Continue reading

New – EA training-course

Yep, I’ve finally Got Round To It: I’ve created a full set of materials for an EA training-course, building on the whole-of-enterprise approach that I’ve championed all of these years. (Whole-of-enterprise, that is, in contrast to the arbitrarily-constrained IT-is-the-centre-of-everything approach

“Make it Work Like Our Current System” and Other Requirement Pitfalls

This is the final article in in the series for implementing “Custom Off The Shelf” (COTS) solutions; a follow up to our Buy vs. Build Your Software  and “Off the Shelf” Implementation Pitfalls articles. In this we want to address requirement approaches that are sometimes proposed, but rarely successful in such an implementation. In an […]

Links: Making the case for polymaths

Not everyone can be a specialist, and that’s a good thing. Four good sources on why we still need polymaths (generalists, versatility) in an age of increasing specialization, and complexity.

For natural polymaths, check out the bonus link on Maya Angelou, and then proceed as wired.

THE LAST DAYS OF THE POLYMATH | More Intelligent Life

“The question is whether their loss has affected the course of human thought. Polymaths possess something that monomaths do not. Time and again, innovations come from a fresh eye or from another discipline. Most scientists devote their careers to solving the everyday problems in their specialism. Everyone knows what they are and it takes ingenuity and perseverance to crack them. But breakthroughs—the sort of idea that opens up whole sets of new problems—often come from other fields.”

Isaiah Berlin once divided thinkers into two types. Foxes, he wrote, know many things; whereas hedgehogs know one big thing. The foxes used to roam free across the hills. Today the hedgehogs rule.”

New Problems, New Approaches: The Rise of the Generalist | Reuven Gorsht

“The new Generalist is in fact a master of their trade.   They bring expertise and experience in several areas, fueled by insatiable curiosity and the ability to “hyper-learn” new concepts and ideas.”

“They complement specialists, by challenging them to think differently, but never compete with them or take credit for their ideas.   They approach challenges with an open mind, using a “how might we” mindset rather than come with pre-conceived ideas.”

Key attributes:

“Attitude first, not only experience. A “Can-do” attitude and a high degree of motivation are a must. The Generalist must note constraints, but has to creatively encourage ways to work around them.

Intellectually curious (to an extreme level). Can learn and (un)learn any topic (enough to be dangerous) in a matter of hours. Learns on their own as well as from others by asking questions.

Connects the Dots. Can bring in new perspectives and ideas from other disciplines, industries, etc.

Practices empathy. Can imagine the world from different perspective. Those of colleagues, customers, users, etc. Takes time to listen and understand before presenting their own ideas.

Leads by influence and collaboration. Can earn the respect of the specialists, influence new ways of thinking and an open mindset towards new ideas.

Constantly challenges the status quo and encourages new ways of doing things.”

Anyone can learn to be a polymath – Robert Twigger – Aeon

“Monopathy, or over-specialisation, eventually retreats into defending what one has learnt rather than making new connections. The initial spurt of learning gives out, and the expert is left, like an animal, merely defending his territory. One sees this in the academic arena, where ancient professors vie with each other to expel intruders from their hard-won patches. Just look at the bitter arguments over how far the sciences should be allowed to encroach on the humanities. But the polymath, whatever his or her ‘level’ or societal status, is not constrained to defend their own turf. The polymath’s identity and value comes from multiple mastery.”

“There is, I think, a case to be made for a new area of study to counter the monopathic drift of the modern world. Call it polymathics. Any such field would have to include physical, artistic and scientific elements to be truly rounded. It isn’t just that mastering physical skills aids general learning. The fact is, if we exclude the physicality of existence and reduce everything worth knowing down to book-learning, we miss out on a huge chunk of what makes us human. Remember, Feynman had to be physically competent enough to spin a plate to get his new idea.

Polymathics might focus on rapid methods of learning that allow you to master multiple fields. It might also work to develop transferable learning methods. A large part of it would naturally be concerned with creativity — crossing unrelated things to invent something new. But polymathics would not just be another name for innovation. It would, I believe, help build better judgment in all areas.”

All power to the polymath: Ella Saltmarshe at TEDxLSE 2013

POLYMATH BONUS: Growing Up Maya Angelou | Arts & Culture | Smithsonian

“I have a theory that nobody understands talent any more than we understand electricity. So I think we’ve done a real disservice to young people by telling them, “Oh, you be careful. You’ll be a jack-of-all-trades and a master of none.” It’s the stupidest thing I’ve ever heard. I think you can be a jack-of-all-trades and a mistress-of-all-trades. If you study it, and you put reasonable intelligence and reasonable energy, reasonable electricity to it, you can do that. You may not become Max Roach on the drums. But you can learn the drums. I’ve long felt that way about things. If I’m asked, “Can you do this?” I think, if I don’t do it, it’ll be ten years before another black woman is asked to do it. And I say, yes, yes, when do you want it?

My mom, you know, was a seaman. At one point, I was in Los Angeles. I called her in San Francisco and said, I want to see you, I’m going to New York and I don’t know when I’ll be back, so let’s meet mid-state. She said, “Oh, baby, I wanted to see you, too, because I’m going to sea.” I said, going to see what? She said, “I’m going to become a seaman.” I said, Mother, really, come on. She said, “No, they told me they wouldn’t let women in their union. I told them, ‘You wanna bet?’ I put my foot in that door up to my hip so women of every color will get in that union, get aboard a ship and go to sea.” She retired in 1980, and Asian, white and black women gave a party for her. They called her the mother of the sea.

So, yes, we cripple our children, we cripple each other with those designations that if you’re a brick mason you shouldn’t love the ballet. Who made that rule? You ever see a person lay bricks? [She moves her hands in a precise bricklaying manner.] Because of the eye and the hands, of course he or she would like to see ballet. It is that precise, that established, that organized, that sort of development from the bottom to the top.”

OIOEA and QualiWare

The Danish government’s OIOEA framework and method is the de facto standard for the Danish state’s enterprise architecture practitioners. The OIO framework is today widely adopted across all tiers and levels of the Danish government. Various parts of the framework are also used outside government in private business sectors including the financial sector. The framework […]

QualiWare Center of Excellence

Farum, March 2014 For many enterprises operating in a dynamic market, it is a challenge to keep employees up to date on the latest research, the latest technology and the latest trends and hype. The enterprise’s agility, innovation and growth is at risk, and for the individual, the competition from colleagues, outsourcing agents and offshoring […]