Have you ever wondered how industry standard reference models come to be? At Enterprise Architects and FromHereOn we embrace and promote the use of reference models in jump starting the strategy and architecture efforts of our clients. We have adopted and adapted the likes of SCOR (supply chain), APQC (business process), BIAN (banking), EMMM™ (mining) amongst others in the interests of driving a consistent business definition across clients and solutions in given sectors.
As awareness and interest in the Open Group’s new IT4IT Reference Architecture continues to gather pace in online communities, blogs and industry events, one over-arching question remains; what is the business value of this new approach? Quantifying the value of Enterprise Architecture has been a subject that has been discussed long and hard since the advent of online communities such as LinkedIn over the years. I foresee similar discussion threads emerging around IT4IT, along with questions about its place alongside other reference models and frameworks, e.g. “Is IT4IT in competition with, or a complement to, ITIL and DevOps?”
After reading through various sources I noticed some common themes being asked by CIOs in 2016, this article takes a look at 5 of the most common issues and how IT4IT might support the resolution of these challenges.
As we head into a new year, one thing is certain. Industries will continue to undergo digital disruption, increasing competition and shifting consumer expectations. Incumbents will have no choice but to respond by delivering efficiencies and investing in significant transformation programmes to acquire, partner or build new business models to keep themselves in the game.
We all know that Businesses are needing to change and evolve more and more quickly to keep up with advancements in technology, disruptive business models and so on, but with this change in the world of technology, is there a need for a new approach to managing the business of IT in organisations?
The ground is shifting under foot in a disrupted world and change is accelerating. You might find yourself asking questions such as:
- How do you make sense of what’s happening in your industry and organisation?
- Where do you fit into the bigger picture?
- How can you identify opportunities to innovate and create value?
- How can you implement them effectively?
At EA our endeavours in Strategy and Architecture Consulting, Learning and Recruitment give us unique insights into many aspects of the professional landscape for architects within Australia. We thought we would take this opportunity to share some of the trends and changes that we witnessed in the Australian marketplace in the last financial year.
Have you ever attempted to align two ‘high level’ models? Sure there are likely to be features they both have in common – but then there is likely to be the rest of the model where things have been grouped differently, rolled up into different categories or described at differing levels of detail.
On occasion as a practitioner it can be tempting to forgo rigor and precision when asked to produce a ‘high level model’, especially when asked by a significant business stakeholder under tight timeframes and budget. However, in my experience the downstream consequences of getting a ‘high level’ model wrong can be significant.
Design Thinking is more than thinking differently; it is working with, and for, people from the very beginning in order to create better outcomes. The key is engaging your executive sponsor and demonstrating enough value to give you the space (and resources) to deliver something that is innovative, technologically feasible, commercially viable and above all, desirable for the customer.
How can you gain the trust of executives and those in your team to understand and buy into the value of Design Thinking? It’s one thing for it to be a hot topic around the coffee machine; it’s another thing to take action.
Imagine your team has designed a business architecture for your company, and now you have ten minutes to present your findings and recommendations to the CEO.
What do you say? How can you get them believing beyond a shadow of a doubt that your recommendations are the best way forward?
I had the opportunity to hear some of these pitches from the CEO’s chair while three teams presented their solutions to a case study scenario.
I was speaking recently at a Digital Strategy conference and chose to reflect on our experiences in assisting large corporates with their digital strategies. Many of our discussions start with executives just seeking to understand what a digital strategy should actually encompass and how to go about it. It was somewhat revealing to synthesise this experience and I thought worth sharing.