.LEA goal to support enterprise strategic planning and close the gaps between strategy and execution.
.LEA does not only architect the enterprise mechanical architecture but also facilitate the enterprise energy field of collaboration and knowledge management.
.LEA encompassed of three architecture theory in vertical, horizontal and circular architecture direction.
.LEA is not a big bang approach, It is a three tiers implementation in master architecture planning, .segment architecture and agile solution architecture.
.Support robust business strategic planning from both business and engineering consideration via
business influence diagram,
performance analysis and
segment architecture.
Zen and The Art of Enterprise Architecture - The Dynamics of Transformation i...Alan Hakimi
A progressive point of view on how to perform business transformation with the disciplines of architecture, design, engineering, operations and human experiences.
Examining the State of EA and Findings of Recent SurveyDana Gardner
Transcript of a sponsored podcast panel discussion on the findings from a study on the current state and future direction of enterprise architecture from a from The Open Group 2011 U.S. Conference.
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
The document provides information about a business design workshop on canvasses being held by IIBA in October 2016. It includes descriptions of various canvasses and tools that will be covered in the workshop, including the value proposition canvas, customer profile canvas, business model canvas, and design thinking process. The workshop aims to teach participants how to apply design thinking and business design tools to solve problems, launch new products and services, and support strategic planning.
Zen and the Art of Enterprise Architecture - IoTAlan Hakimi
The document discusses the value of enterprise architecture for the Internet of Things (IoT). It provides an introductory perspective on how architecture can help drive high-level transformation for the IoT. It also shares some potential methods and concepts that may assist with IoT architecture. Finally, it sets the stage for future discussions on what must be done to make IoT architecture a reality.
This document discusses strategic organization design and redesign. It begins by noting that competition is intensifying and traditional sources of competitive advantage are disappearing, so organizational capabilities are the last source of sustainable advantage. This involves structuring work and motivating people to achieve strategic objectives.
The document then discusses that redesign is a common management tool used for change but often fails when it ignores political/social dynamics, focuses on personal issues rather than strategy, or is a solution in search of a problem rather than addressing real issues. Successful redesign requires a balanced approach considering technical, human, and strategic factors. Key decisions involve balancing effectiveness and impact on people. The goal is an architecture that focuses organizational strengths. Redesign is needed when strategy
.LEA goal to support enterprise strategic planning and close the gaps between strategy and execution.
.LEA does not only architect the enterprise mechanical architecture but also facilitate the enterprise energy field of collaboration and knowledge management.
.LEA encompassed of three architecture theory in vertical, horizontal and circular architecture direction.
.LEA is not a big bang approach, It is a three tiers implementation in master architecture planning, .segment architecture and agile solution architecture.
.Support robust business strategic planning from both business and engineering consideration via
business influence diagram,
performance analysis and
segment architecture.
Zen and The Art of Enterprise Architecture - The Dynamics of Transformation i...Alan Hakimi
A progressive point of view on how to perform business transformation with the disciplines of architecture, design, engineering, operations and human experiences.
Examining the State of EA and Findings of Recent SurveyDana Gardner
Transcript of a sponsored podcast panel discussion on the findings from a study on the current state and future direction of enterprise architecture from a from The Open Group 2011 U.S. Conference.
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
The document provides information about a business design workshop on canvasses being held by IIBA in October 2016. It includes descriptions of various canvasses and tools that will be covered in the workshop, including the value proposition canvas, customer profile canvas, business model canvas, and design thinking process. The workshop aims to teach participants how to apply design thinking and business design tools to solve problems, launch new products and services, and support strategic planning.
Zen and the Art of Enterprise Architecture - IoTAlan Hakimi
The document discusses the value of enterprise architecture for the Internet of Things (IoT). It provides an introductory perspective on how architecture can help drive high-level transformation for the IoT. It also shares some potential methods and concepts that may assist with IoT architecture. Finally, it sets the stage for future discussions on what must be done to make IoT architecture a reality.
This document discusses strategic organization design and redesign. It begins by noting that competition is intensifying and traditional sources of competitive advantage are disappearing, so organizational capabilities are the last source of sustainable advantage. This involves structuring work and motivating people to achieve strategic objectives.
The document then discusses that redesign is a common management tool used for change but often fails when it ignores political/social dynamics, focuses on personal issues rather than strategy, or is a solution in search of a problem rather than addressing real issues. Successful redesign requires a balanced approach considering technical, human, and strategic factors. Key decisions involve balancing effectiveness and impact on people. The goal is an architecture that focuses organizational strengths. Redesign is needed when strategy
A transformative role for Enterprise Architecture (EA) in today's dynamic Ent...Fru Louis
This article articulates and offers a summary of Enterprise Architecture (EA) and the transformational role it can play in today’s dynamic enterprises. It also makes recommendations on how a successful implementation of an EA practice can help companies do the “right things right” by facilitating rational decision making, and allowing them to easily respond to disruptive forces such as change, alignment, complexity and innovation.
The need for Business design to underpin strategic and operational agility Craig Martin
Talk given at the business architecture Master Series in Sydney October 2019.
Agility is here to stay. But dig a little deeper and you will see that fundamental strategic, structural and cultural issues exist that often prevent success within large organizations. Some organizations have learnt the hard way when it comes to the missing pieces of the puzzle around organizational agility.
I was recently asked by a new-ways-of-working team to help them apply business design to create the target operating model needed to enable structural, operational and strategic agility. Is this the secret sauce that’s been missing in the agility conversations?
In this talk I’ll discuss the broader issues around agility when creating the adaptive and fast learning organization. And discuss the "secret sauce" that is missing when it comes to business heuristics and patterns.
I will also look at the areas where agility is succeeding and failing and discuss the need for multi-disciplinary architects that can help with the transition across strategic, business and delivery lenses.
PS - this is a presentation pack. I dont put everything I talk to into a slide. Some of these slides will therefore lack some context for you. Next time I'll record the talk and you can hopefully catch the story around the slides.
While many businesses are still stuck in a Work 1.0 model and struggling to transition to Work 2.0, there are pockets of Work 2.0 excellence emerging. Examples include attendees at technology and learning conferences, younger employees and students using technology seamlessly in their personal lives, top rated companies known for innovation and workplace culture, and new startups founded with Work 2.0 principles. Work 2.0 is also being advanced through grassroots efforts by "benevolent hackers" seeking to eliminate workplace inefficiencies.
Zen and The Art of Enterprise Architecture (Open Group Conference Newport Bea...Alan Hakimi
This document contains a series of slides by Alan Hakimi of Microsoft Corporation discussing enterprise systems, organizational structure, and business architecture. The slides cover topics such as the evolution of enterprises, balancing centralization with autonomy, and using systems thinking approaches to structure organizations. Copyright information is provided at the bottom of each slide.
7 Steps to Transform Your Enterprise Architecture Practicepenni333
Enterprise architecture has a critical role in driving business success. But enterprise architects often find that they must create a better understanding for IT and business leaders of the function’s place in strategic planning, application rationalization, and business/IT alignment.
In this slidecast, author Beth Bacheldor explains what steps enterprise architects can take to transform their practice and give colleagues a greater appreciation of its value. The result? The business will have a greater opportunity to profit from enterprise architecture as an essential component of its operations.
Originally posted on: http://smartenterpriseexchange.com/groups/smart-architect
Looking for Disruptive Business Models in Higher EducationCraig Martin
How might we use the techniques of Business and Enterprise Design to develop innovative potential business models for Higher Education. What techniques can we use to tap into the organisation, community and customers to build the Education businesses of the future.
Why Should You Be Thinking About DesignOps?Eficode
This document summarizes key points from a presentation on DesignOps. It discusses how DesignOps can help unify tools, improve collaboration and communication, and enable design teams to scale more efficiently. Some key stats highlighted include the growing ratio of designers to developers at companies, and the annual costs of disorganization for design teams as they grow. DesignOps is presented as a way to modernize design workflows by making them more centralized, collaborative, transparent and simple.
The document discusses six ways to improve agile success through building trust, giving ownership, letting teams make decisions, fixing processes, having the right people, and emphasizing integrity. The key points are:
1. To build trust, leaders should remove fear, validate others, accept risks together, use team-based measurements, and lead authentically.
2. To give ownership, leaders should ask questions, use a "macro leadership cube" of standing back and stepping up, and not take back ownership from teams.
3. To let teams make decisions, decisions should be based on business value through collaborative conversations, and teams should be empowered to decide for themselves.
4. To fix processes
IBM Smarter Work Innovation Jam Report 2009Friedel Jonker
The Smart Work Jam explored ideas for creating a collaborative and connected business environment that empowers people and is built for change. Key insights from the Jam included that the future workforce would need to be collaborative and dynamic, forming teams quickly to address specific issues without constraints. It was also noted that leadership would be more distributed, with decisions made collaboratively. Technology would need to evolve to better connect people and help them find the right information and expertise when needed. Ideas generated were having self-forming teams bid on work and determining leadership for tasks based on expertise and credentials from past projects.
Agile practices have proven to help software teams develop better software products while shortening delivery cycles to weeks and even days. To respond to the new challenges of cloud computing, mobility, big data, social media, and more, organizations need to extend these agile practices and principles beyond software engineering departments and into the broader organization. Adaptive leadership principles offer managers and development professionals the tools they need to accelerate the move toward agility throughout IT and the enterprise. Jim Highsmith presents the three dimensions of adaptive leadership and offers an integrated approach for helping you spread agile practices across your wider organization. Jim introduces the “riding paradox” and explores the elements of an exploring, engaging, and adaptive leadership style. Learn about the good things that can happen when you coherently articulate why agility is so critical today and then follow up with a plan of action. Find out how to build a continuous delivery capability within your company-at the team, department, and organization levels.
The document discusses Air Products' implementation of a global SAP template to standardize its HR processes across over 40 countries. It describes the challenges they faced with inconsistent data and processes. Air Products worked closely with SAP and leveraged tools like the Service Marketplace to develop a template addressing these challenges and enabling global reporting, support and compliance. The global template standardized key areas while accommodating country-specific needs through configurations.
Design of Business in an Age of DisruptionCraig Martin
We are all acutely aware of the changes occurring in business. Market and socio political drivers are causing interesting business models to emerge and technological changes are resulting in new digital and disruptive business models that are reshaping our traditional industries. There is significant pressure to respond with solutions, products and services that are not only desirable from a human centred perspective but business viable and technologically feasible.
In order to cater for these pressures, new strategic planning disciplines and tools must be leveraged, or in some cases invented. These disciplines need to both help business solve wicked problems, as well as help solution providers inside and outside an organization provide more value based offerings.
This presentation will look at the emergence of design led strategic planning approaches that merge disciplines to help business decision makers test the viability of ideas and strategies, and play these out within an organisation to determine the high value positions necessary to succeed in the market. In this paper we explore on the fusion of design thinking, business design and enterprise architecture to help organizations address these challenges.
http://enterprisearchitectureconference.com.au/keynote-speakers/
These slides were presented as a 1 hour global webcast in partnership with The Open Group.
Summary: In an increasingly competitive landscape, organisations are becoming more aware how important it is to develop business services models that are aligned to customer values. Organisations that are not able to take a customer focused perspective are losing footing in the market as they attempt to understand what it means to architect for the customer.
Topics include:
- The Pressures caused by Disruption
- Performance and Expectation Gaps at the CxO level
- Improving Architecture Value
- Discipline Confusion
- Unifying the Enterprise
- Architecture Services Design
- Architecture Demand Analysis
When Vineet Nayar took the helm of HCL Technologies in 2005, the company’s legacy of success was threatened by global shifts in the IT services market that left HCLT struggling to keep up with its bigger rivals. Five years later, the company had become one of the fastest-growing IT services partners on the planet, world-renowned for its radical management practices. In fact, its bold management experiments enabled it to enjoy continued rapid growth through the economic recession.
What did HCLT do to effect such a transformation? As Vineet Nayar describes in this refreshing book – EMPLOYEES FIRST, CUSTOMER SECOND: Turning Conventional Management Upside Down – HCLT’s success resulted from putting employees first, especially those working in the “value zone” where company and customer interact. To do so, they did not institute any employee satisfaction programs, undertake any massive restructurings, or pursue any major technology initiatives. Instead, they employed a number of relatively simple catalysts that produced big (and often unexpected) results and proceeded through four phases:
Mirror Mirror: Nayar traveled around the world, bluntly speaking the truth about the company’s situation to employees and getting them to turn their eyes away from the past and toward a better future.
Trust Through Transparency: A culture of trust was created by opening the financial books, sharing information that would make other companies cringe, and enabling employees and managers (including the CEO) to ask questions of each other.
Inverting the Pyramid: The company redefined processes to make the enabling functions and company management accountable to employees – with resulting improvement in both their effectiveness and their passion for their work.
Recasting the Role of the CEO: Nayar sought to transform the company into a self-governing organization by transferring the responsibility for change from the office of the CEO to the employees in the “value zone”.
Nayar admits that he didn’t have a clue where he was headed when he started on this journey, and he candidly describes leadership missteps he made along the way. These concepts only became clear to him after the transformation, but he argues that many of these ideas and practices – which Fortune magazine has characterized as “the world’s most modern management” – can be successfully adopted by any company in any industry anywhere in the world, with similar results.
The document discusses improving corporate strategy through better research. It argues that most corporate strategy is bad because it involves too few people, relies on narrow context and data, and is not customer-centric. Better strategy requires better research that is collaborative, understands customer insights, and regularly involves leadership in customer research. The document suggests ways for researchers to get involved in strategic planning, such as sharing insights from customer research and connecting activities and budgets to corporate strategy.
The document discusses several key trends in HR technology in 2014.
1. The relationship between clients and vendors is becoming more important as cloud-based solutions require more frequent updates and support. Close collaboration allows clients to better utilize their software investments.
2. Devices are diversifying but the specific device does not matter as much as the ability to access information anywhere at any time. HR systems need to be accessible across all devices and screen sizes through mobile optimization and cloud access.
3. Effective management of relationships with technology vendors and outsourcing partners is important for HR to fully leverage new technologies and get maximum value from investments. Regular communication and clear expectations are essential.
This document outlines a process for aligning business and IT strategies through capability mapping, governance, and agile delivery. It involves mapping business capabilities needed to achieve strategic goals, defining supporting technical architectures, developing solutions, creating business cases, and governing projects. Approved projects are then delivered using agile methodologies to rapidly achieve business value through minimum viable products and iterative development. Regular measurement of value allows demonstrating returns to the governance body. The process aims to ensure IT strategies and investments support overarching business strategies.
26 reasons Inward-facing Innovation is the Trend for the Next DecadeKaren Zeigler
Enterprises spend millions each year pursuing the next innovative product or service that will allow their performance to soar. At the same time not realizing that the weight that is holding back their innovation is the in-depth need for innovation within the company. This Slideshare provides 26 reasons that inward-facing innovation is the trend for the next decade.
Implementation and Reuse of Digitized Platforms Helps Companies Remain Compet...Dana Gardner
Transcript of a BriefingsDirect podcast in conjunction with The Open Group Conference in San Francisco on how enterprise architecture can lead to greater efficiency and agility.
A transformative role for Enterprise Architecture (EA) in today's dynamic Ent...Fru Louis
This article articulates and offers a summary of Enterprise Architecture (EA) and the transformational role it can play in today’s dynamic enterprises. It also makes recommendations on how a successful implementation of an EA practice can help companies do the “right things right” by facilitating rational decision making, and allowing them to easily respond to disruptive forces such as change, alignment, complexity and innovation.
The need for Business design to underpin strategic and operational agility Craig Martin
Talk given at the business architecture Master Series in Sydney October 2019.
Agility is here to stay. But dig a little deeper and you will see that fundamental strategic, structural and cultural issues exist that often prevent success within large organizations. Some organizations have learnt the hard way when it comes to the missing pieces of the puzzle around organizational agility.
I was recently asked by a new-ways-of-working team to help them apply business design to create the target operating model needed to enable structural, operational and strategic agility. Is this the secret sauce that’s been missing in the agility conversations?
In this talk I’ll discuss the broader issues around agility when creating the adaptive and fast learning organization. And discuss the "secret sauce" that is missing when it comes to business heuristics and patterns.
I will also look at the areas where agility is succeeding and failing and discuss the need for multi-disciplinary architects that can help with the transition across strategic, business and delivery lenses.
PS - this is a presentation pack. I dont put everything I talk to into a slide. Some of these slides will therefore lack some context for you. Next time I'll record the talk and you can hopefully catch the story around the slides.
While many businesses are still stuck in a Work 1.0 model and struggling to transition to Work 2.0, there are pockets of Work 2.0 excellence emerging. Examples include attendees at technology and learning conferences, younger employees and students using technology seamlessly in their personal lives, top rated companies known for innovation and workplace culture, and new startups founded with Work 2.0 principles. Work 2.0 is also being advanced through grassroots efforts by "benevolent hackers" seeking to eliminate workplace inefficiencies.
Zen and The Art of Enterprise Architecture (Open Group Conference Newport Bea...Alan Hakimi
This document contains a series of slides by Alan Hakimi of Microsoft Corporation discussing enterprise systems, organizational structure, and business architecture. The slides cover topics such as the evolution of enterprises, balancing centralization with autonomy, and using systems thinking approaches to structure organizations. Copyright information is provided at the bottom of each slide.
7 Steps to Transform Your Enterprise Architecture Practicepenni333
Enterprise architecture has a critical role in driving business success. But enterprise architects often find that they must create a better understanding for IT and business leaders of the function’s place in strategic planning, application rationalization, and business/IT alignment.
In this slidecast, author Beth Bacheldor explains what steps enterprise architects can take to transform their practice and give colleagues a greater appreciation of its value. The result? The business will have a greater opportunity to profit from enterprise architecture as an essential component of its operations.
Originally posted on: http://smartenterpriseexchange.com/groups/smart-architect
Looking for Disruptive Business Models in Higher EducationCraig Martin
How might we use the techniques of Business and Enterprise Design to develop innovative potential business models for Higher Education. What techniques can we use to tap into the organisation, community and customers to build the Education businesses of the future.
Why Should You Be Thinking About DesignOps?Eficode
This document summarizes key points from a presentation on DesignOps. It discusses how DesignOps can help unify tools, improve collaboration and communication, and enable design teams to scale more efficiently. Some key stats highlighted include the growing ratio of designers to developers at companies, and the annual costs of disorganization for design teams as they grow. DesignOps is presented as a way to modernize design workflows by making them more centralized, collaborative, transparent and simple.
The document discusses six ways to improve agile success through building trust, giving ownership, letting teams make decisions, fixing processes, having the right people, and emphasizing integrity. The key points are:
1. To build trust, leaders should remove fear, validate others, accept risks together, use team-based measurements, and lead authentically.
2. To give ownership, leaders should ask questions, use a "macro leadership cube" of standing back and stepping up, and not take back ownership from teams.
3. To let teams make decisions, decisions should be based on business value through collaborative conversations, and teams should be empowered to decide for themselves.
4. To fix processes
IBM Smarter Work Innovation Jam Report 2009Friedel Jonker
The Smart Work Jam explored ideas for creating a collaborative and connected business environment that empowers people and is built for change. Key insights from the Jam included that the future workforce would need to be collaborative and dynamic, forming teams quickly to address specific issues without constraints. It was also noted that leadership would be more distributed, with decisions made collaboratively. Technology would need to evolve to better connect people and help them find the right information and expertise when needed. Ideas generated were having self-forming teams bid on work and determining leadership for tasks based on expertise and credentials from past projects.
Agile practices have proven to help software teams develop better software products while shortening delivery cycles to weeks and even days. To respond to the new challenges of cloud computing, mobility, big data, social media, and more, organizations need to extend these agile practices and principles beyond software engineering departments and into the broader organization. Adaptive leadership principles offer managers and development professionals the tools they need to accelerate the move toward agility throughout IT and the enterprise. Jim Highsmith presents the three dimensions of adaptive leadership and offers an integrated approach for helping you spread agile practices across your wider organization. Jim introduces the “riding paradox” and explores the elements of an exploring, engaging, and adaptive leadership style. Learn about the good things that can happen when you coherently articulate why agility is so critical today and then follow up with a plan of action. Find out how to build a continuous delivery capability within your company-at the team, department, and organization levels.
The document discusses Air Products' implementation of a global SAP template to standardize its HR processes across over 40 countries. It describes the challenges they faced with inconsistent data and processes. Air Products worked closely with SAP and leveraged tools like the Service Marketplace to develop a template addressing these challenges and enabling global reporting, support and compliance. The global template standardized key areas while accommodating country-specific needs through configurations.
Design of Business in an Age of DisruptionCraig Martin
We are all acutely aware of the changes occurring in business. Market and socio political drivers are causing interesting business models to emerge and technological changes are resulting in new digital and disruptive business models that are reshaping our traditional industries. There is significant pressure to respond with solutions, products and services that are not only desirable from a human centred perspective but business viable and technologically feasible.
In order to cater for these pressures, new strategic planning disciplines and tools must be leveraged, or in some cases invented. These disciplines need to both help business solve wicked problems, as well as help solution providers inside and outside an organization provide more value based offerings.
This presentation will look at the emergence of design led strategic planning approaches that merge disciplines to help business decision makers test the viability of ideas and strategies, and play these out within an organisation to determine the high value positions necessary to succeed in the market. In this paper we explore on the fusion of design thinking, business design and enterprise architecture to help organizations address these challenges.
http://enterprisearchitectureconference.com.au/keynote-speakers/
These slides were presented as a 1 hour global webcast in partnership with The Open Group.
Summary: In an increasingly competitive landscape, organisations are becoming more aware how important it is to develop business services models that are aligned to customer values. Organisations that are not able to take a customer focused perspective are losing footing in the market as they attempt to understand what it means to architect for the customer.
Topics include:
- The Pressures caused by Disruption
- Performance and Expectation Gaps at the CxO level
- Improving Architecture Value
- Discipline Confusion
- Unifying the Enterprise
- Architecture Services Design
- Architecture Demand Analysis
When Vineet Nayar took the helm of HCL Technologies in 2005, the company’s legacy of success was threatened by global shifts in the IT services market that left HCLT struggling to keep up with its bigger rivals. Five years later, the company had become one of the fastest-growing IT services partners on the planet, world-renowned for its radical management practices. In fact, its bold management experiments enabled it to enjoy continued rapid growth through the economic recession.
What did HCLT do to effect such a transformation? As Vineet Nayar describes in this refreshing book – EMPLOYEES FIRST, CUSTOMER SECOND: Turning Conventional Management Upside Down – HCLT’s success resulted from putting employees first, especially those working in the “value zone” where company and customer interact. To do so, they did not institute any employee satisfaction programs, undertake any massive restructurings, or pursue any major technology initiatives. Instead, they employed a number of relatively simple catalysts that produced big (and often unexpected) results and proceeded through four phases:
Mirror Mirror: Nayar traveled around the world, bluntly speaking the truth about the company’s situation to employees and getting them to turn their eyes away from the past and toward a better future.
Trust Through Transparency: A culture of trust was created by opening the financial books, sharing information that would make other companies cringe, and enabling employees and managers (including the CEO) to ask questions of each other.
Inverting the Pyramid: The company redefined processes to make the enabling functions and company management accountable to employees – with resulting improvement in both their effectiveness and their passion for their work.
Recasting the Role of the CEO: Nayar sought to transform the company into a self-governing organization by transferring the responsibility for change from the office of the CEO to the employees in the “value zone”.
Nayar admits that he didn’t have a clue where he was headed when he started on this journey, and he candidly describes leadership missteps he made along the way. These concepts only became clear to him after the transformation, but he argues that many of these ideas and practices – which Fortune magazine has characterized as “the world’s most modern management” – can be successfully adopted by any company in any industry anywhere in the world, with similar results.
The document discusses improving corporate strategy through better research. It argues that most corporate strategy is bad because it involves too few people, relies on narrow context and data, and is not customer-centric. Better strategy requires better research that is collaborative, understands customer insights, and regularly involves leadership in customer research. The document suggests ways for researchers to get involved in strategic planning, such as sharing insights from customer research and connecting activities and budgets to corporate strategy.
The document discusses several key trends in HR technology in 2014.
1. The relationship between clients and vendors is becoming more important as cloud-based solutions require more frequent updates and support. Close collaboration allows clients to better utilize their software investments.
2. Devices are diversifying but the specific device does not matter as much as the ability to access information anywhere at any time. HR systems need to be accessible across all devices and screen sizes through mobile optimization and cloud access.
3. Effective management of relationships with technology vendors and outsourcing partners is important for HR to fully leverage new technologies and get maximum value from investments. Regular communication and clear expectations are essential.
This document outlines a process for aligning business and IT strategies through capability mapping, governance, and agile delivery. It involves mapping business capabilities needed to achieve strategic goals, defining supporting technical architectures, developing solutions, creating business cases, and governing projects. Approved projects are then delivered using agile methodologies to rapidly achieve business value through minimum viable products and iterative development. Regular measurement of value allows demonstrating returns to the governance body. The process aims to ensure IT strategies and investments support overarching business strategies.
26 reasons Inward-facing Innovation is the Trend for the Next DecadeKaren Zeigler
Enterprises spend millions each year pursuing the next innovative product or service that will allow their performance to soar. At the same time not realizing that the weight that is holding back their innovation is the in-depth need for innovation within the company. This Slideshare provides 26 reasons that inward-facing innovation is the trend for the next decade.
Implementation and Reuse of Digitized Platforms Helps Companies Remain Compet...Dana Gardner
Transcript of a BriefingsDirect podcast in conjunction with The Open Group Conference in San Francisco on how enterprise architecture can lead to greater efficiency and agility.
How The Open Group Enterprise Architecture Portfolio Approach Enables the Agi...Dana Gardner
Transcript of a discussion on leveraging a comprehensive standards resources approach for transforming businesses in a new era of agility and competitiveness.
I believe in developing enterprise architecture principles as a foundation for the definition of solutions that meet the strategic needs of an organization. These principles don’t reference technology—instead, they drive tech- nology decisions.
If used correctly, these principles allow companies to avoid building the right solution the wrong way, or worse, building the wrong solution the right way.
The focus of this article is not the Design Principles of the Architecture but the Principles that guide Enterprise Architects.
These are principles that I shared with the Enterprise Architecture teams I led
The 7-step process outlined in the document provides a method for organizations to implement business architecture. The steps include:
1. Creating buy-in and understanding business objectives and culture.
2. Capturing existing business information and using a framework to classify and store it centrally.
3. Connecting different business units and functions by linking related information to improve alignment.
4. Enabling collaboration by making information accessible and usable for employees.
5. Coordinating processes, people and technology to better serve customers.
6. Leveraging the centralized information for governance, risk and compliance activities to reduce costs.
7. Using the business architecture to enable smarter decision making and compete
How the ArchiMate Modeling Standard Helps Enterprise Architects Deliver Grea...Dana Gardner
Transcript of a discussion on how companies and governments can better produce rapid innovation and manage complexity across their IT and business operations.
Here are the key points about reconciliation based on the information provided:
- Reconciliation refers to changing or repairing a relationship after some conflict or factor has damaged it. It can apply to relationships just beginning or those being rebuilt.
- When discussing reconciliation, the focus is often more on the steps needed to achieve it, rather than reconciliation itself. People may resist these steps and thus reconciliation.
- Reconciliation processes can happen at various levels, from individuals to communities to societies. At the local community level, reconciliation may involve neighbors from different backgrounds cooperating on common issues like safety.
- For reconciliation to occur at the community level, people must be willing to work together in spaces that were once divided. This challenges them
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
This document discusses organizational design for the digital era. It argues that organizational design, not just technology, is key to digital transformation. The challenges of the digital era require moving from hierarchical structures to more empowering designs that focus on capabilities over job descriptions. Successfully transforming requires assessing how technology impacts a company's value chain and shaping strategy accordingly. However, true success depends on transforming the organizational design to match the new business model required by the digital world.
This article discusses how enterprise architecture can better support business outcomes by taking a data-driven approach. It emphasizes understanding stakeholder needs, focusing on future state and desired outcomes over exhaustive current state modeling, and ensuring architecture data is easily accessible and tailored to different audiences. The rise of digital business, IoT, and APIs means data may no longer be fully controlled internally, so enterprise architects and data managers must work closely together to coordinate data modeling efforts and address issues like data quality, security, and packaging data into new digital products. Socializing architecture efforts across IT groups can increase adoption of architecture as a decision-making tool.
The New Role of the Architect - Central to growing your business in today’s d...Capgemini
In the digital era, the role of the architect is becoming less technical, and is more closely getting aligned to business strategy. Architects are able to help the business envision its future and integrate IT into the business, providing better value for money, faster benefit realization and improved market competitiveness.
The New Role of the architect - central to growing your business in todays di...Gunnar Menzel
In the digital era, the role of the architect is becoming less technical, and is more closely getting aligned to business strategy. Architects are able to help the business envision its future and integrate IT into the business, providing better value for money, faster benefit realization and improved market competitiveness.
The document discusses enterprise architecture (EA), including its definition, challenges, prerequisites, and recommendations for establishing and evolving an EA methodology. Some key points include:
EA aims to manage system complexity/costs, align systems with business goals/needs, and maximize IT ROI. Challenges include unifying business/technical stakeholders and measuring EA success. Prerequisites are executive commitment and long-term investment in the EA team. No single methodology dominates; a hybrid approach combining strengths of different methods is recommended. EA is an ongoing process, not a single initiative, and should focus on delivering working software over documentation.
Building digital product masters to prevail in the age of accelerations parts...Jeffrey Stewart
This document discusses the importance of building Digital Product Masters (DPMs) to help organizations adapt and succeed in today's rapidly changing environment. It argues that DPMs can help mitigate risks, reduce costs, and improve revenue. The document is presented in three parts:
Part 1 discusses how the world is accelerating and the new risks organizations face. It suggests that DPMs can help lower costs, mitigate risks, and create stronger customer lock-ins.
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How an Agile Focus for Enterprise Architects Builds Competitive Advantage in The Digital Transformation Age
1. Page 1 of 12
How an Agile Focus for
Enterprise Architects Builds
Competitive Advantage in
The Digital Transformation Age
Transcript of a panel discussion on how Enterprise Architects should embrace agile approaches
to build more competitive advantage for their companies.
Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: The Open
Group.
Dana Gardner: Hi, this is Dana Gardner, Principal Analyst at Interarbor Solutions, and
you’re listening to BriefingsDirect. Our next business trends discussion explores the
reinforcing nature of Enterprise Architecture (EA) and agile methods.
We’ll now learn how Enterprise Architects can embrace agile approaches to build
competitive advantages for their companies. To learn more about retraining and
rethinking for EA in the Digital Transformation (DT) era, we are now joined by Ryan
Schmierer, Director of Operations at Sparx Services North America. Welcome, Ryan.
Ryan Schmierer: Thanks, Dana.
Gardner: We are also joined by Chris Armstrong,
President at Sparx Services North America. Welcome,
Chris.
Chris Armstrong: How are you, Dana?
Gardner: I’m great, thanks. Ryan, what's happening in
business now that’s forcing a new emphasis for
Enterprise Architects? Why should Enterprise Architects
do things any differently than they have in the past?
Schmierer: The biggest thing happening in the industry
right now is around DT. We been hearing about DT for the last couple of years and most
companies have embarked on some sort of a DT initiative, modernizing their business
processes.
But now companies are looking beyond the initial transformation and asking, “What’s
next?” We are seeing them focus on real-time, data-driven decision-making, with the
ultimate goal of enterprise business agility -- the capability for the enterprise to be aware
of its environments, respond to changes, and adapt quickly.
Schmierer
2. Page 2 of 12
For Enterprise Architects, that means learning how to be agile both in the work they do
as individuals and how they approach architecture for their organizations. It’s not about
making architectures that will last forever, but architectures that are nimble, agile, and
adapt to change.
Gardner: Ryan, we have heard the word, agile, used in a structured way when it comes
to software development -- Agile methodologies, for example. Are we talking about the
same thing? How are they related?
Agile, adaptive enterprise advances
Schmierer: It’s the same concept. The
idea is that you want to deliver results
quickly, learn from what works, adapt,
change, and evolve. It’s the same
approach used in software development
over the last few years. Look at how you develop software that delivers value quickly.
We are now applying those same concepts in other contexts.
First is at the enterprise level. We look at how the business evolves quickly, learn from
mistakes, and adapt the changes back into the environment.
Second, in the architecture domain, instead of waiting months or quarters to develop an
architecture, vision, and roadmap, how do we start small, iterate, deliver quickly,
accelerate time-to-value, and refine it as we go?
Learn About Agile Architecture
At The Open Group July Denver Event
Gardner: Many businesses want DT, but far fewer of them seem to know how to get
there. How does the role of the Enterprise Architect fit into helping companies attain DT?
Schmierer: The core job responsibility for Enterprise Architects is to be an extension of
company leadership and its executives. They need to look at where a company is trying
to go, all the different pieces that need to be addressed to get there, establish a future-
state vision, and then develop a roadmap on how to get there.
This is what company leadership is trying to do. The EA is there to help them figure out
how to do that. As the executives look outward and forward, the Enterprise Architect
figures out how to deliver on the vision.
Gardner: Chris, tools and frameworks are only part of the solution. It’s also about the
people and the process. There's the need for training and best practices. How should
people attain this emphasis for EA in that holistic definition?
You want to deliver results quickly,
learn from what works, adapt,
change, and evolve.
3. Page 3 of 12
Change is good
Armstrong: We want to take a step back and look at
how Ryan was describing the elevation of value
propositions and best practices that seem to be working
for agile solution delivery. How might that work for
delivering continual, regular value? One of the major
attributes, in our experience, of the goodness of any
architecture, is based on how well it responds to change.
In some ways, agile and EA are synonyms. If you’re
doing good Enterprise Architecture, you must be agile
because responding to change is one of those quality
attributes. That’s a part of the traditional approach of
architecture – to be concerned with the interoperability
and integration.
As it relates to the techniques, tools, and frameworks we want to exploit -- the
experiences that we have had in the past – we try to push those forward into more of an
operating model for Enterprise Architects and how they engage with the rest of the
organization.
So not starting from scratch, but
trying to embrace the concept of
reuse, particularly reuse of
knowledge and information. It’s a
good best practice, obviously.
That's why in 2019 you certainly
don't want to be inventing your
own architecture method or your
own architecture framework, even though there may be various reasons to adapt them
to your environment.
Starting with things like the TOGAF® Framework, particularly its Architecture
Development Method (ADM) and reference models -- those are there for individuals or
vertical industries to accelerate the adding of value.
The challenge I've seen for a lot of architecture teams is they get sucked into the
methodology and the framework, the semantics and concepts, and spend a lot of time
trying to figure out how to do things with the tools. What we want to think about is how to
enable the architecture profession in the same way we enable other people do their jobs
-- with instant-on service offerings, using modern common platforms, and the industry
frameworks that are already out there.
Armstrong
In 2019, you certainly don’t want to be
inventing your own architecture method or
your own architecture framework, even
though there may be various reasons to
adapt them to your environment.
4. Page 4 of 12
We are seeing people more focused on not just what the framework is but helping to
apply it to close that feedback loop. The TOGAF standard, a standard of The Open
Group, makes perfect sense, but people often struggle with, “Well, how do I make this
real in my organization?”
Partnering with organizations that have had that kind of experience helps close that gap
and accelerates the use in a valuable fashion. It’s pretty important.
Gardner: It’s ironic that I've heard of recent instances where Enterprise Architects are
being laid off. But it sounds increasingly like the role is a keystone to DT. What's the
mismatch there, Chris? Why do we see in some cases the EA position being
undervalued, even though it seems critical?
EA here to stay
Armstrong: You have identified something that has happened multiple times.
Pendulum swings happen in our industry, particularly when there is a lot of change going
on. People are getting a little conservative. We’ve seen this before in the context of fiscal
downturns in economic climates.
But to me, it really points to the irony of what we
perceive in the architecture profession based on
successes that we have had. Enterprise
Architecture is an essential part of running your
business. But if executives don't believe that
and have not experienced that then it’s not
surprising when there's an opportunity to make changes in investment priorities that
Enterprise Architecture might not be at the top of the list.
We need to be mindful of where we are in time with the architecture profession. A lot of
organizations struggle with the glass ceiling of Enterprise Architecture. It’s something we
have encountered pretty regularly, where executives are, “I really don’t get what this EA
thing is, and what's in it for me? Why should I give you my support and resources?”
But what’s interesting about that, of course, is if you take a step back you don’t see
executives saying the same thing about human resources or accounting. Not to suggest
that they aren’t thinking about ways to optimize those as a core competency or as
strategic. We still do have an issue with acceptance of enterprise architecture based on
the educational and developmental experiences a lot of executives have had.
We’re very hopeful that that trend is going to be moving in a different direction,
particularly as relates to new master’s programs and doctorate programs, for example, in
the Enterprise Architecture field. Those elevate and legitimize Enterprise Architecture as
a profession. When people are going through an MBA program, they will have heard of
enterprise architecture as an essential part of delivering upon strategy.
Enterprise Architecture is
an essential part of
running your business.
5. Page 5 of 12
Gardner: Ryan, looking at what prevents companies from attaining DT, what are the
major challenges? What’s holding up enterprises from getting used to real-time data,
gaining agility, and using intelligence about how they do things?
Schmierer: There are a couple of things going on. One of them ties back to what Chris
was just talking about -- the role of Enterprise Architects, and the role of architects in
general. DT requires a shift in the relationship between business and IT. With DT,
business functions and IT functions become entirely and holistically integrated and
inseparable.
When there are no separate IT processes and no businesses process -- there are just
processes because the two are intertwined. As we use more real-time data and as we
leverage Enterprise Architecture, how do we move beyond the traditional relationship
between business and IT? How do we look at such functions as data management and
data architecture? How do we bring them into an integrated conversation with the folks
who were part of the business and IT teams of the past?
A good example of how companies can do this
comes in a recent release from The Open Group,
the Digital Practitioner Body of Knowledge™
(DPBoK™). It says that there's a core skill set that
is general and describes what it means to be such
a practitioner in the digital era, regardless of your
job role or focus. It says we need to classify job
roles more holistically and that everyone needs to have both a business mindset and a
set of technical skills. We need to bring those together, and that's really important.
As we look at what's holding up DT -- taking the next step to real-time data, broadening
the scope of DT – we need take functions that were once considered centralized assets,
like EA and data management, and bring them into the forefront, and say, “You know
what? You’re part of the digital transmission story as well. You’re key to bringing us
along to the next stage of this journey, which is looking at how to optimize, bring in the
data, and use it more effectively. How do we leverage technology in new ways?”
The second thing we need to improve is the mindset. It’s particularly an issue with
Enterprise Architects right now. And it is that Enterprise Architects -- and everyone in
digital professions -- need to be living in the present.
You asked why some EAs are getting laid off. Why is that? Think about how they
approach their job in terms of the questions that would be asked in a performance
review.
Those might be, “What have you done for me over the years?” If your answer focuses on
what you did in the past, you are probably going to get laid off. What you did in the past
is great, but the company is operating in the present.
We need to classify job
roles more holistically and
everyone needs to have
both a business mindset
and a set of technical skills.
6. Page 6 of 12
What’s your grand idea for the future? Some ideal situation? Well, that’s probably going
to get you shoved in a corner some place and probably eventually laid off because
companies don't know what the future is going to bring. They may have some idea of
where they want to get to, but they can’t articulate a 5- to 10-year vision because the
environment changes so quickly.
What have you done for me lately? That’s a favorite thing to ask in performance-review
discussions. You got your paycheck because you did your job over the last six months.
That’s what companies care about, and yet that’s not what Enterprise Architects should
be supporting.
Instead, the EA emphasis should be what can you do for the business over the next few
months? Focus on the present and the near-term future.
That’s what gets Enterprise Architects a seat at the table. That’s what gets the entire
organization, and all the job functions, contributing to DT. It helps them become aligned
to delivering near-term value. If you are entirely focused on delivering near-term value,
you’ve achieved business agility.
Learn About Agile Architecture
At The Open Group July Denver Event
Gardner: Chris, because nothing stays the same for very long, we are seeing a lot
more use of cloud services. We’re seeing composability and automation. It seems like
we are shifting from building to assembly.
Doesn’t that fit in well with what EAs do, focusing on the assembly and the structure
around automation? That’s an abstraction above putting in IT systems and configuring
them.
Reuse to remain competitive
Armstrong: It’s ironic that the profession that’s often been coming up with the concepts
and thought-leadership around reuse struggles a with how to internalize that within their
organizations. EAs have been pretty successful at the implementation of reuse on an
operating level, with code libraries, open-source, cloud, and SaaS.
There is no reason to invent a new method or framework. There are plenty of them out
there. Better to figure out how to exploit those to competitive advantage and focus on
understanding the business organization, strategy, culture, and vision -- and deliver
value in the context of those.
For example, one of the common best practices in Enterprise Architecture is to create
things called reference architectures, basically patterns that represent best practices,
many of which can be created from existing content. If you are doing cloud or
7. Page 7 of 12
microservices, elevate that up to different types of business models. There’s a lot of
good content out there from standards organizations that give organizations a good
place to start.
But one of the things that we've observed is a lot of architecture communities tend to
focus on building -- as you were saying -- those reference architectures, and don't focus
as much on making sure the organization knows that content exists, has been used, and
has made a difference.
We have a great opportunity to connect the dots
among different communities that are often not
working together. We can provide that
architectural leadership to pull it together and
deliver great results and positive behaviors.
Gardner: Chris, tell us about Sparx Services North America. What do you all do, and
how you are related to and work in conjunction with The Open Group?
Armstrong: Sparx Services is focused on helping end-user organizations be successful
with Enterprise Architecture and related professions such as solution architecture and
solution delivery, and systems engineering. We do that by taking advantage of the
frameworks and best practices that standards organizations like The Open Group
create, helping make those standards real, practical, and pragmatic for end-user
organizations. We provide guidance on how to adapt and tailor them and provide
support while they use those frameworks for doing real work.
And we provide a feedback loop to The Open Group to help understand what kinds of
questions end-user organizations are asking. We look for opportunities for improving
existing standards, areas where we might want to invest in new standards, and to
accelerate the use of Enterprise Architecture best practices.
Gardner: Ryan, moving onto what's working and what's helping foster better DT, tell us
what's working. In a practical sense, how is EA making those shorter-term business
benefits happen?
One day at a time
Schmierer: That’s a great question. We have talked about some of the challenges. It’s
important to focus on the right path as well. So, what's working that an enterprise
architect can do today in order to foster DT?
Number one, embrace agile approaches and an agile mindset in both architecture
development (how you do your job) and the solutions you develop for your
organizations. A good way to test whether you are approaching architecture in an agile
way is the first iteration in the architecture. Can you go through the entire process of the
Architecture Development Method (ADM) on a cocktail napkin in the time it takes you to
We have a great opportunity to
connect the dots among
different communities that are
often not working together.
8. Page 8 of 12
have a drink with your boss? If so, great. It means you are focused on that first simple
iteration and then able to build from there.
Number two, solve problems today with the components you have today. Don’t just look
to the future. Look at what you have now and how you can create the most value
possible out of those. Tomorrow the environment is going to change, and you can focus
on tomorrow's problems and tomorrow’s challenges tomorrow. So today’s problems
today.
Third, look beyond your current DT initiative and what’s going on today, and talk to your
leaders. Talk to your business clients about where they need to go in the future. That
goal is enterprise business agility, which is helping the company become more nimble.
DT is the first step, then start looking at steps two and three.
Fourth, Architects need to understand technology better, such things as fast-moving,
emerging technology like new cloud services, Internet of Things (IoT), edge computing,
machine learning (ML), and artificial intelligence (AI) -- these are more than just buzz
words and initiatives. They are real technology
advancements. They are going to have
disruptive effects on your businesses and the
solutions to support those businesses. You
need to understand the technologies; you
need to start playing with them so you can
truly be a trusted advisor to your organization
about how to apply those technologies in
business context.
Gardner: Chris, we hear a lot about AI and ML these days. How do you expect
Enterprise Architects to help organizations leverage AI and ML to get to that DT? It
seems really essential to me to become more data driven and analytics driven and then
to re-purpose to reuse those analytics over and over again to attain an ongoing journey
of efficiency and automation.
Better business outcomes
Armstrong: We are now working with our partners to figure out how to best use AI and
ML to help run the business, to do better product development, to gain a 360-degree
view of the customer, and so forth.
It’s one of those weird things where we see the shoemaker’s children not having any
shoes because they are so busy making shoes for everybody else. There is a real
opportunity, when we look at some of the infrastructure that’s required to support the
agile enterprise, to exploit those same technologies to help us do our jobs in enterprise
architecture.
You need to understand the
technologies; you need to start
playing with them so you can
truly be a trusted advisor to
your organization about how to
apply those technologies in
business context.
9. Page 9 of 12
It is an emerging part of the profession. We and others are beginning to do some
research on that, but when I think of how much time we and our clients have spent on
the nuts and bolts collection of data and normalization of data, it sure seems like there is
a real opportunity to leverage these emerging technologies for the benefit of the
architecture practice. Then, again, the architects can be more focused on building
relationships with people, understanding the strategy in less time, and figuring out where
the data is and what the data means.
Obviously humans still need to be involved, but I think there is a great opportunity to eat
your own dog food, as it were, and see if we can exploit those learning tools for the
benefit of the architecture community and its consumers.
Gardner: Chris, do we have concrete examples of this at work, where EAs have
elevated themselves and exposed their value for business outcomes? What’s possible
when you do this right?
Armstrong: A lot of organizations are working things from the bottoms up, and that
often starts in IT operations and then moves to solution delivery. That’s where there has
been a lot of good progress, in improved methods and techniques such as scaled agile
and DevOps.
But a lot of organizations struggle to elevate it higher. The DPBoK™ from The Open
Group provides a lot of guidance to help organizations navigate that journey, particularly
getting to the fourth level of the learning
progression, which is at the enterprise level.
That’s where Enterprise Architecture becomes
essential. It’s great to develop software fast,
but that’s not the whole point of agile solution
delivery. It should be about building the right
software the right way to meet the right kind of
requirements -- and do that as rapidly as
possible.
We need an umbrella over different release trains, for example, to make sure the
organization as a whole is marching forward. We have been working with a number of
Fortune 100 companies that have made good progress at the operational
implementation levels. They nonetheless now are finding that particularly trying, to
connect to business architecture.
There have been some great advancements from the Business Architecture Guild and
that’s been influencing the TOGAF framework, to connect the dots across those agile
communities so that the learnings of a particular release train or the strategy of the
enterprise is clearly understood and delivered to all of those different communities.
Gardner: Ryan, looking to the future, what should organizations be doing with the
Enterprise Architect role and function?
It should be about building the
right software the right way to
meet the right kind of
requirements – and to do that
as rapidly as possible.
10. Page 10 of 12
EA evolution across environments
Schmierer: The next steps don’t just apply to Enterprise Architects but really to all
types of architects. So look at the job role and how your job role needs to evolve over
the next few years. How do you need to approach it differently than you have in the
past?
For example, we are seeing Enterprise Architects increasingly focus on issues like
security, risk, reuse, and integration with partner ecosystems. How do you integrate with
other companies and work in the broader environments?
We are seeing Business Architects who have been deeply engaged in DT discussions
over the last couple of years start looking forward and shifting the role to focus on how
we light up real-time decision-making capabilities. Solution Architects are shifting from
building and designing components to designing assembly and designing the end
systems that are often built out of third-party components instead of things that were
built in-house.
Look at the job role and understand that the core need hasn’t changed. Companies need
Enterprise Architects and Business Architects and Solution Architects more than ever
right now to get them where they need to be. But the people serving those roles need to
do that in a new way -- and that’s focused on the future, what the business needs are
over the next 6 to 18 months, and that’s different than what they have done in past.
Learn About Agile Architecture
At The Open Group July Denver Event
Gardner: Where can organizations and individuals go to learn more about Agile
Architecture as well as what The Open Group and Sparx Services are offering?
Schmierer: The Open Group has some great resources available. We have a July event
in Denver focused on Agile Architecture, where they will discuss some of the latest
thoughts coming out of The Open Group Architecture Forum, Digital Practitioners Work
Group, and more. It’s a great opportunity to learn about those things, network with
others, and discuss how other companies are approaching these problems. I definitely
point them there.
I mentioned the DPBoK™. This is a recent release from The Open Group, looking at the
future of IT and the roles for architects. There’s some great, forward-looking thinking in
there. I encourage folks to take a look at that, provide feedback, and get involved in that
discussion.
And then Sparx Services North America, we are here to help architects be more
effective and add value to their organizations, be it through tools, training, consulting,
11. Page 11 of 12
best practices, and standards. We are here to help, so feel free to reach out at our
website. We are happy to talk with you and see how we might be able to help.
Gardner: I’m afraid we’ll have to leave it there. You have been listening to a sponsored
BriefingsDirect discussion on reinforcing the relationship between Enterprise
Architecture and agile businesses. And we have learned how Enterprise Architects
should embrace new approaches and digital practitioner, leading-edge thinking to build
competitive advantages for their companies.
So a big thank you to our guests, Ryan Schmierer, Director of Operations at Sparx
Services North America. Thank you so much, Ryan.
Schmierer: Thank you, Dana.
Gardner: And thank you, too, to Chris Armstrong, President at Sparx Services North
America.
Armstrong: You are more than welcome, Dana.
Gardner: And a big thank you as well to our audience for joining this BriefingsDirect
agile business innovation discussion. I’m Dana Gardner, Principal Analyst at Interarbor
Solutions, your host throughout this series of BriefingsDirect discussions sponsored by
The Open Group.
Thanks again for listening, please pass this along to your IT community, and do come
back next time.
Listen to the podcast. Find it on iTunes. Download the transcript. Sponsor: The Open
Group.
Transcript of a panel discussion how Enterprise Architects should embrace agile approaches to
build more competitive advantage for their companies. Copyright Interarbor Solutions, LLC and
The Open Group, 2005-2019. All rights reserved.
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