Business strategy and drivers for change

Webinar: Re-positioning the Value of the Architecture Practice

On Tuesday 7th October 2014, I delivered a webinar entitled ‘Re-positioning the Value of the Architecture Practice’. If you missed the opportunity to participate, I have provided a summary of the presentation and the recorded webinar video below.

Webinar: Business by Design

On Tuesday the 29th of April 2014 I delivered a webinar in conjunction with our US partner IAG Consulting. If you missed the opportunity to participate, I have provided a summary of the presentation and the recorded webinar video below.

Webinar: Using Business Architecture to Enable Customer Experience and Value Strategies

On Friday the 21st of February 2014, I delivered an Open Group webinar titled ‘Using Business Architecture to Enable Customer Experience and Value Strategies’.

The Digital Playing Field: Positioning the CIO & CMO

You don’t have to look too far these days before you come across a story about the demise of the Chief Information Officer (CIO). Some argue that IT consumerisation, cloud and mobile are bringing into question the need for the CIO.  With the ability of practically anyone with a credit card to procure IT services some even go as far as to question the need for an internal IT department all together.  Those arguments however come under question when one considers more complex challenges such as the management, integration and utilisation of ‘big data’, information management, experience management and, more recently, digital.

Webinar: Sketching a Roadmap for EA in the Age of Digital Disruption

Some of you might have caught my webinar last week ‘Sketching a Roadmap for EA in the Age of Digital Disruption’. If you didn’t you can check out the recording and download the slides from Slideshare in this post.

Will Digitization Disrupt Your Career?

Have you stopped to think what impact digitization is likely to have on your career?

Webinar: Discovering Business Architecture

An introduction into the design of business using business architecture

On Tuesday the 24th of September 2013, I delivered an Open Group webinar titled ‘Discovering Business Architecture’. I have received a number of queries and would therefore like to address some of these with a summary of the presentation which includes the webinar slide pack (via Slide Share) and the webinar video recording.  In this presentation, I provide you with a fairly accelerated overview into some of the tools, language, techniques and basic principles for defining core artefacts for the business architecture discipline.

The Business Motivation Model – a Key Tool for Talking Business

When I discuss business issues with the C-suite I often find they are deeply concerned with a disconnect between strategy and execution. In my experience this fragmentation and loss of coherency boils down to a single problem: poor communication. Not just a shortcoming in verbal communication but inconsistency in how different parts of the organisation describe issues and relationships within and beyond their business domains and accountabilities.

Capability Based Planning… and Grass

Is it possible to explore aspects of capability-based planning using out of control grass? As it happens, I’d like to establish a small but effective farm – but what’s that got to do with the price of tea in China you may well ask.

Getting Started with a Capability Model

One of my art teachers regularly commented that making the first brush mark on an empty canvas should not be rushed and that it requires consideration as it will form the foundational reference for any subsequent brush marks. Analogous to this is where to place the first process symbol on the empty ‘process canvas’. Some start with all the stakeholders in a room and after a number of iterations (and some heated arguments), believe they have found the common ground and proceed from there with the process development effort. After a lot of effort and stakeholder time spent on its development it is found that these processes are incomplete, do not fully address the particular business area and cross multiple capability boundaries.