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![3. AS-IS MODEL 2. TO-BE MODEL
0. AS-IS REALITY 1. TO-BE REALITY
4. GAPS
• A
• B
• C
5. ROAD MAP
A B C
Orthodox / commonly used Theory is easy to Apply
The objectives of transformational changes are rarely achieved fully
3
[E.g. TOGAF-ADM] Open Group, The (2013) TOGAF® Version 9.1. Zaltbommel: Van Haren Publishing.
Not everything that counts can be counted
( & modelled ) =>
list of gaps is typically incomplete
Our organization / markets may
not be able or willing to do
their part in closing the gaps
and may do other changes
Our objectives may not be realistic
and may also not be ideal](https://image.slidesharecdn.com/2023junieagrillmbrahm-howtoarchitectanenterprise-230619174041-b63a01fc/75/Architecting-the-Enterprise-3-2048.jpg)
Uploaded byMikkel Brahm
Architecting the Enterprise
The document discusses the challenges and complexities of enterprise architecture in management, emphasizing the gap between theoretical models and practical application. It highlights the importance of political acuity, realistic objectives, and the unpredictable nature of organizations in achieving transformational success. Key questions are posed regarding stakeholder willingness, trust in alliances, and the need for adjustments in execution.
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- 1. Architecting the Enterprise Doctorof Management (Ph.D) Mikkel H Brahm Head of Personal Banking & One Digital Architecture | Nordea Slides available at SlideShare https://www.slideshare.net/mikkelbrahm Doctoral (PhD) Thesis available at UH Seeking to Control Enterprise with Architecture the limits and value of an engineering approach from the perspective of an Enterprise Architect http://uhra.herts.ac.uk/handle/2299/17596
- 2. There is adifference between Theory and Practice 2 We favour Theories that are easy to explain / sell / trust… … over those that are Correct but Difficult to Apply
- 3. 3. AS-IS MODEL2. TO-BE MODEL 0. AS-IS REALITY 1. TO-BE REALITY 4. GAPS • A • B • C 5. ROAD MAP A B C Orthodox / commonly used Theory is easy to Apply The objectives of transformational changes are rarely achieved fully 3 [E.g. TOGAF-ADM] Open Group, The (2013) TOGAF® Version 9.1. Zaltbommel: Van Haren Publishing. Not everything that counts can be counted ( & modelled ) => list of gaps is typically incomplete Our organization / markets may not be able or willing to do their part in closing the gaps and may do other changes Our objectives may not be realistic and may also not be ideal
- 4. Organization is Process Peopleare predictably unpredictable Global patterning emerges chaotically Organisation is a System
- 5. Mutual interdependence Enable andConstrain our Actions Leaders are in Charge Leaders have Control
- 6. People have SecretDesires and Public Agendas Web of Intentionality is in Flux Organization has Goals
- 7. Builders build Buildings Occupantsbuild Homes Architects build Alliances (with Respect & Trust) Architects build Buildings
- 8. We can onlyhave Partial Knowledge of that which is in Process of Becoming which is Politics (and War) More Modelling is More
- 9. Culture eats Strategyand Execution eats Visions for breakfast Summary: Architects who want Transformational Success must master Politics & Corrective Actions https://www.gartner.com/en/research/methodologies/magic-quadrants-research 9 Completeness of Vision Architectural Targets Ability to Execute Architectural Governance How will new non-human actors change our organisation? Who must be willing and able to change for that to succeed? Who must you ally with to execute successfully? Did I trust the right people? Are we able and willing? Which plans come to fruition? What unplanned happens? How should we adjust?