Innovation in an Enterprise Architecture Context: Innovating the Business Processes, Technological Services and Corporate Strategies.

Innovation This blog post deals with innovation in regards to the Enterprise Architecture program. I’ve been able to identify two different approaches to innovation. The first approach to innovation is what I define as incremental innovation. The second approach to innovation is radical innovation. In most cases incremental innovation is innovation in social systems where small improvements have been introduced to the social systems. Likewise is radical innovations forms of innovations that fundamentally changes the social systems e.g. how they work or how they interact with one another. Likewise is the concept of innovation extremely context dependable. For one social … Continue reading Innovation in an Enterprise Architecture Context: Innovating the Business Processes, Technological Services and Corporate Strategies.

Making Sense: One of the Components of Achieving Holistic Management.

Can You Make Sense of the Enterprise One of many reasons for why many enterprises experiences that organizational change projects fail and their respective leaders and managers only discovers that there are significant problems with the way the members of the enterprise activities. The Sense Making Process In the sense making process it is rather likely that the preferred departments of the enterprise would be the IT department since the IT department is properly that department that has a lot of contact with the rest of the enterprise, and the rest of the enterprise contacts and require that the IT … Continue reading Making Sense: One of the Components of Achieving Holistic Management.

IT Strategy Paradigms: Ways to understand and develop IT strategies in a Coherency Management Context.

What is an IT strategy I have been able to identify two major approaches to articulate IT strategies. The first major approach is the typical MIT Sloan School of Management approach that support the issues of a some how detached IT strategy from the corporate strategy. The strategy is build upon the assumption that IT is complex, and needed to compete with other organizations on particular issues. IT is a vital component and can’t be ignored in the ever changing competitive environment that most enterprises are in. The notable theoreticians within the paradigm of the MIT Sloan School of Management … Continue reading IT Strategy Paradigms: Ways to understand and develop IT strategies in a Coherency Management Context.

The IT Strategy: An Articulation of the IT Strategy from a Coherency Architect’s Point of View.

Articulation of the IT Strategy The Coherency Architect needs to be able to deal with the IT strategy otherwise he or she will not be able to drive any value from the Enterprise Architecture. There are many approaches to how an IT strategy can be articulated and what the primary focus should be. This blog post will deal with the approach Chris Potts have proposed in his book titled “FruITion”. Chriss Potts have proposed a bit controversial approach to IT strategy e.g., he focuses on other models and claim that when the organization manages its investments then the right portfolio … Continue reading The IT Strategy: An Articulation of the IT Strategy from a Coherency Architect’s Point of View.

Business Models: From a Coherency Architect’s Point of View.

Concept for a Business Model When an organization implements an EA program and a Coherency Management program then it will eventually lead to changes in the enterprise. The change in the enterprise will eventually lead to changes in the business model. The Coherency Architect should know of how the concepts of Business Models since they are some of the core concepts of the corporate strategy. The corporate strategy is the basis for developing and articulating the IT strategy. The corporate strategy and the IT strategy are two components of Enterprise Architecture. Enterprise Architecture is the foundation for working with Coherency … Continue reading Business Models: From a Coherency Architect’s Point of View.

The New Age of Management: The Focus on Coherency Management!

The Development of the Organizations: As you know that the organizations have evolved over time from once in the 19th century where the organizations (companies etc.) where small and insufficient. The organizations in the United States were of the size of 1 – 4 employees who were not selected on their ability but through their social network. The 20th century formed organizations and created tendencies and pressures in the market that demanded that the organizations had to adapt to create the goods of a high quality for a low price so new markets could be reached. The 20th century introduced … Continue reading The New Age of Management: The Focus on Coherency Management!

Architecture Maturity

Coherency Management is about gaining agility, assurance and alignment and these gains are closely linked to the maturity state of the architecture of the organization. All organizations have an architecture the question is how matured it is. It is therefore desirable for most organizations to one way or the other to identify, mature and monitor the process. Before the identification takes place then the various characteristics of the architectures have to be dealt with. The Architectures In this section I will shortly deal with the architectures that are presented by Doucet et al. (Doucet et al. 2009) The architecture that … Continue reading Architecture Maturity