Guidance in Delivering Value through Architecture
You can create and deploy business and enterprise architectures that improve organizational understanding, increase business opportunities, support agility, and deliver value. Cutter’s Architecture team delivers continuous insights based on their hands-on experience assisting organizations worldwide.
We believe that at the heart of the ability to manage an ongoing and multilayered organizational transformation rests a sophisticated enterprise architecture capability with a specific charter to act as a transformation engine connecting strategic intent and execution excellence.
Establishing business architecture within an organization takes passion, persistence, and patience. Inspired by over a decade and a half of helping organizations to mature their practices — combined with personal mountaineering experiences — this Advisor shares a few lessons for conquering the “business architecture summit” using mountains as metaphor.
This Advisor explores one approach that has been particularly effective in making enterprise architects understand the realities of organizational change in their own context.
Even radical approaches to change management, such as business process engineering or Lean, assume there is a desirable endpoint (however temporary) toward which change is directed. However, what if change happens so continuously that no fixed endpoint exists for any initiative, but instead organizations must constantly change, not just to succeed, but even to survive?
There is an ingrained optimistic spirit infusing the enterprise, creating a bias toward action, toward change, toward better things. And, a resulting need for speed: speed to market, shorter cycles, quicker turnaround, and more throughput. Faster, faster, faster! More Agile. But speed kills. Even avid practitioners of Agile — if we pay attention to some of the current conversations — are generally of the view that Agile is not merely about speed, and that breakneck speed can break necks and more, if “Agile” is simply an excuse to hurtle mindlessly into space.
Researching and writing about the digital backbone has strengthened my initial thesis of the concept due to an overwhelming response to the research and from opportunities to engage with audiences worldwide on the topic. In this Executive Update, I’d like to share some of my own discoveries and insights from conversations with CEOs, chief architects, CIOs, market and sales leaders, as well as innovation leaders across many industries and geographies — what I refer to as my “digital backbone learning lab.”
When successfully deployed and business value-focused, a business architecture practice is a critical enabler for digital transformation.
IT portfolio management is the continuous process of selecting and managing the optimum set of project-oriented initiatives to deliver maximum business value.