Aggregated enterprise architecture wisdom
The amount of IT we have brought in the world is turning the human species into something ‘extended’. IT has behaviour and as such is an amplifier of our intentions. IT is us, it is inseparable from us. What culture does your organisation’s IT embody?
Before describing the future Enterprise Architect, we will reflect on the current Enterprise Architect, one of their customers – a current line of business leader – and the strained relationship between them. For the sake of personalization, we will call the current Enterprise Architect ‘Archie’, and current line of business leader ‘Loretta’.
In the future state of Enterprise Architecture, the relationship between the two evolves towards one that is more productive and trusted. We describe what a future Enterprise Architect might look like and summarize the salient differences.
As someone who cares about how business strategy and digital intersect, it is great to see complementary validations of business thinking. This is what I found after reading “Competing in The Age of AI”, released on January 6, 2020. The book’s authors extend and compliment “Designed for Digital” which was reviewed in September. Maybe the authors should take a walk across the Charles River.
In Competing in the Age of AI, authors Marco Iansiti and Karim Lakhani dig into the role of data and AI in driving the digital future. Their perspectives provide additional and supportive thinking from Designed for Digital.
What’s the minimum that we need as a base for a viable business-architecture? That’s a shorter summary for a multi-part question recently sent to me by Chilean business-architect Richard Moira Lupin: What should a company have, what maturity, what capacity, what…
From cloud computing and big data, to the Internet of Things and digital product delivery, the nature of IT has changed dramatically. As a result, today’s IT departments are under enormous pressure to help organizations remain competitive throughout the digitalization process. Traditionally, IT departments have not been built to focus on development, and are not yet agile enough to handle a business environment that must constantly adapt to an ever-evolving marketplace.
The delivery of IT services to the business has changed significantly in recent times. Largely driven by the consumerization of IT, DevOps is being charged with linking development and operation teams to improve the quality and speed of delivering new offerings to consumers.This shift is being facilitated by the rapidly changing digital landscape and the increased demand for new products and services.
Forrester predicted that 2019 would be the year of rebuilding foundations and measured innovation for the CIO. As part of this, they suggested that CIOs not put the proverbial ‘cart’ before the ‘horse’, and to focus on providing solid foundations while taking a measured approach to innovation. Yet despite the guidance to focus on practicality, many CIOs still aspire to be seen as a technology evangelist and to work with smart business partners to create major change within the organization. This has left many CIOs at a stalemate in regards to their role and responsibilities, especially as the CEO and CDO roles continue to evolve.
What is power? Where does it come from? Where does it go? Who has it? Who doesn’t have it? Who should have it? Who shouldn’t have it? And why? – or why not, for that matter – to any of those questions…? Perennial questions indeed, in just about…
In this modern age, Digital Transformation continues to be a priority for company executives. They know that Artificial Intelligence (AI), Blockchain, Internet of Things (IOT), and Big Data are driving their ability to improve customer experience, stay ahead of the competition and generate business growth. However, with IT teams entrenched in managing day-to-day technology, it is difficult for IT to stay abreast of the strategic discussions occurring at the business level and proactively plan for associated IT upgrades, modifications, or new systems. This disconnect can result in a lagging approach to IT planning especially as business decisions are made in fast-moving agile environments.
Last week I was in Berlin at the invitation of the IEEE to help develop standards for responsible technology (P7000). One of the working groups (P7001) is looking at transparency, especially in relation to autonomous and semi-autonomous systems. In thi…
On September 11, 2019 I finally obtained my PhD for my thesis “Improving IT Decisions with Enterprise Architecture”. You can find my thesis here. The summary: One of the often mentioned applications of enterprise architecture (EA) is decision-making support. EA … Continue reading →
In an earlier post Towards the Data-Driven Business, I talked about the various roles that data and intelligence can play in the business. But where do you start? In this post, I shall talk about the approach that I have developed and used in a number …