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Why you need granular business capabilities despite having business processes

3 Comments / Architecture, Functional /

As this is a topic of much debate in theory and practice I would like to emphasize the rational why something like business capabilities is necessary for most enterprise architecture setting: Grouping In Enterprise Architecture a key decision to make is to group resources together. These resources could be Labeling We need labels that signal […]

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Can You Buy a Good Architect? It’s More Than Just a Salary

Leave a Comment / Core team, Leadership /

In the previous post, we explored the idea of increasing the number of architects to improve architectural outcomes. The data suggests that this approach is often counterproductive. Many might then assume that simply throwing more money at the problem is the solution. However, our research indicates that financial incentives, while important, are not the primary

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Can You Buy Good Architecture? It’s Not Just About the Money

1 Comment / Core team, Leadership /

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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Overview

Leave a Comment / Uncategorized /

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. 

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Transform the Enterprise

2 Comments / Leadership /

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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Transform Architecture

2 Comments / Functional /

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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Transform Yourself

1 Comment / Personal /

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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