We often hear that you can simply “buy” great architecture from a software vendor or system integrator. While this might benefit the vendor’s bottom line, it doesn’t guarantee a good fit for your organization. Countless failed projects attest to this. Throwing more architects at the problem isn’t the solution either. We actually have a fact […]
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Understand how Enterprise Architecture can connect the organization to generate value and address negative silo impacts. Raise your Enterprise Architecture skills to build a shared goal to close the gaps. Understand the disconnects in strategic transformation Sharm Manwani and Oliver Bossert, 2024 You cannot deliver strategy without (an aligned) structure that executes the strategic plan.
Sharm Manwani and Oliver Bossert, 2024 Develop leadership, managerial and business skills to plan and execute a transformation of the operating model of the organization including any cultural changes. This is an extension of the usual operational and tactical architectural initiatives. In the two prior sections we discussed the necessary skills to transform yourself to
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Sharm Manwani and Oliver Bossert, 2024 We transform the architecture if we have not only strong personal skills, but also the right professional skills. Develop architecture, data, technology and business skills to set up a robust governance. Build a roadmap for an innovative business model using advanced technologies. Being a skilled architect is the foundation
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Enterprise Architecture is part science and part art. It requires creativity and structured problem solving at the same time. And it also has one other thing in common with art and science: Enterprise Architecture is highly dependent on the individual person.
Even when you hire 20 or 50 average painters they will not perform as good as Picasso or van Gogh and even if you hire 100 average scientists they will not come up with the caliber of ideas Einstein and Marie Curie brought into the world. We face a quite similar situation in Enterprise Architecture. You will never be able to improve Enterprise Architecture by adding more arms and legs – it requires a constant development and improvement of the most important asset: the architect’s brain, intellect, character and skills.
This gets even harder as to some extent the Enterprise Architect has to be a jack of all trades spanning from economic strategies to cloud architecture in order to translate between the business and the technology realms.
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