//July

What You Need to Know About Archimate 3.0

By |2016-08-07T01:49:14+00:00July 24th, 2016|Newsletter|

On June 14th, 2016, as part of IRM Enterprise Architecture Europe Conference held in London, The Open Group revealed its new modeling standard, known as ArchiMate 3.0. The speaker, Marc Lankhorst, the managing consultant for BiZZdesign, was joined by The Open Group’s VP of Standards and Certification Andrew Josey, as they revealed the new modeling standard amidst a warm day in the United Kingdom’s capital city.

Charging headfirst into the point, Lankhorst made very clear that the primary focus of this reveal is the two new features introduced in ArchiMate 3.0 over its previous iteration: the new strategy layer, and a new layer representing the physical world itself. Lankhorst opened with adding the obligatory list of all the overall functions of ArchiMate, which provides a universal language with concepts to describe enterprise architects. He also describes that ArchiMate 3.0 will also have visualizations for stakeholders and that this is a standard operated by The Open Group itself. Lastly, an important and welcome addition to ArchiMate 3.0 is better compatibility with TOGAF, the framework standard also developed by The Open Group, in which, as of the time of this writing, is currently in its ninth iteration. (more…)

Current models of change are ‘outdated’, says expert

By |2016-08-07T01:51:42+00:00July 24th, 2016|Newsletter|

The current tried and tested methods of change are ‘outdated’ and need to be modernised and adapted to suit the current challenges businesses and organisations face, according to one expert.

Dr. Ashley Braganza, professor of organisational transformation at the Brunel Business School, made the comments during the IRM UK’s Enterprise Architecture Conference. The conference, which was held in London in June, featured world-class contributors and aimed to give delegates’ new approaches and innovative ideas as well as providing case studies.

During his keynote speech, Braganza argued that the traditional models for change – enterprise portfolio management (EPM), project portfolio management (PPM) and business process modelling (BPM) – were outdated.  The models of change need to change. (more…)

The human element to strategy

By |2016-07-15T23:03:43+00:00July 15th, 2016|Enterprise Architecture|

There is no shortage of business thinkers and authors who will tell us this statement is true:

Anyone can create a good strategy.  The most frequent failure is in execution.

Unfortunately, this underestimates the difficulty in creating a “good strategy.”  While the statement above is absolutely true, it is not unusual to find companies that don’t have a formal strategy at all, or who fail to share their divisional strategies with all of their employees (a key measurement of strategy adoption in a company is “how many of your employees can recite your company strategy”).

One of the obstacles I’ve come to recognize in Enterprise Architecture is unique to companies that either don’t have a formal strategy or who do not share their strategy with their staff — you cannot align efforts to strategy if there is no consistent understanding of strategy across divisions.

I always knew this was true.  I’ve become more and more convinced that it is a hard-and-fast rule.  In other words, if you want to be successful as an EA in a company that doesn’t share strategy, this becomes your First Order Problem — how to develop a consistent strategy that everyone at the senior level agrees with and that they are willing to share with their staff.

That’s it in a nutshell.  To be successful, your organization must develop a consistent strategy that everyone at the senior level agrees with and that they are willing to share with their staff.

First order problem — In other words, focus on this.  Make progress on this.  Measure yourself by your progress on this.  Associate yourself with the people who “should” own this, and align yourself with the people who actually do own this (rarely the same person). Find ways to be involved.  Find ways to contribute. Volunteer.  Make things happen.  Find ways to support incremental progress, while recognizing that the increment may not be good enough in the long run.  For EA to become known for “doing successful Enterprise Architecture,” a clear and communicated company strategy is ground zero.