Architecture

AI is exciting, AI is new and AI is all over the place. Unfortunately there is a repeated pattern in architecture when something is exciting, new and unknown: Building a silo around this new thing to keep it as separate as possible. To better understand the consequences it is worthwhile to go back in time

When I was working in consulting I had the luxury of a large group of back office colleagues being focused on creating and modifying PowerPoint slides. This was in particular helpful when working with and re-arranging capability maps. As I am a huge fan of capability maps I also use them today on a regular

Where should the Chief Enterprise Architect sit within the organization? The two most common places where you will find Enterprise Architecture is either reporting into the CIO or into one of the direct reports to the CIO – like the head of application development.  In the data from the Enterprise Architecture Survey with more than

In the realm of business strategy, the concept of a sales funnel is well-known. To sell a product, you need to guide potential customers through stages of awareness, interest, desire, and ultimately, purchase. Enterprise Architecture (EA) faces a similar challenge. We’re not selling cars, but rather, a vision of a more efficient, resilient, and innovative

In the post from last week I shared some thoughts on business capabilities and why they are important. Let’s discuss about how to use them. Before talking about how to use them here is my definition of a business capability: Business capabilities are atomic elements that in different combinations can deliver all the business processes

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