Architects Corner

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Blog posts tagged in Enterprise Architecture
Enterprises are complex living organisms that need to address their own “Health Issues” to survive and thrive. When they ignore this it results in premature “Death” of the Enterprise. Over the years, while the average life expectancy of human beings has improved tremendously, the life expectancy of Enterprises have come down. It is interesting to note that human life expectancy has improved after a thorough understanding of Human Anatomy and improved Diagnostics. A key to fixing Enterprise Disorders is the understanding of Enterprise “Anatomy” and improved Enterprise “X-Rays”. It is also interesting to note that thousands of Business and IT Managers...
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In today’s world of rapidly evolving Enterprises, we hear about major corporations closing shop, getting taken over or pulling the plug on large scale programs due to over spending etc., This is because in many cases, Executive Ideas never get implemented in the way they were supposed to be. Strategies at various levels of the Enterprises are either inconsistent or incomplete. So, how do you analyse strategies for completion and consistency? For example, how do you analyse IT Strategy in a systematic way to see if it is aligned with Business Strategy? This is especially hard when you realise that Business...
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Globally, organizations are working on offsetting economic dampening behavior with new products and services in regular interval. CEOs are working hard to retain their market share. Very often, results are not favorable due to the inherent business complexity and associated business structure. As a result, even incremental changes are expensive and time-consuming. In 2014 November, Chief Executive magazine reported that nearly 90% of the CEO's have failed to meet their target. Almost 40 CEOs in the Retail industry were replaced in 2014 that included likes of Walmart, Barnes & Noble, GAP, etc. Ideally speaking Enterprise Architecture should have been used for...
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The idea is inspired by medical practice, wherein a medical doctor, who understands the human anatomy, uses the symptoms (narrated by a patient) to understand the problem and narrow it down to specific organ/organs, then applies x-ray techniques to get the necessary insight and uses the x-ray for diagnosis before arriving at possible solution options. Interestingly, this methodology of problem-solving had been a great success in the medical practice that has succeeded in handling human body disorders on time resulting in longevity of people. The key is to understand "enterprise anatomy" (building blocks) and interaction between them. An enterprise doctor should...
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  In our research spread across last 18 years, we looked at the evolution of several engineering disciplines, management practices, methodologies, strategy frameworks and related bodies of knowledge. It was evident that the idea of Enterprise Anatomy didn’t figure anywhere. CEOs are investing a great deal in creating winning strategies. Globally, organizations are working on offsetting economic dampening behaviour with new products and services in regular interval. Very often, results are not favourable due to inherent Business complexity and associated business structure. As a result, even incremental changes are expensive and time-consuming. In Nov 2014, Chief Executive Magazine reported that 80%...
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Current CEO, COO Job Positions are asking for Enterprise Architecture Skills Clearly without Using the Label? Every human being has an anatomy with 11 plus organ systems, explicit or implicit. This anatomy  (structure) is the basis of the functioning of a person. Similarly, ever Enterprise has an Anatomy (explicit or implied) consisting of 15 plus key Function area such as Sale, Marketing, Engineering, Product Management, Manufacturing, Service Delivery, Technology Management, IT, HR, Finance, etc. The Enterprise Architecture can be used for creating Enterprise Anatomy and after that, for managing change and complexity as the Enterprise evolves. An Enterprise Architect’s role and...
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Last month, while meeting C-Level executives who are pursuing multiple initiatives to reinforce their business competitiveness, it was pretty evident that they are betting big money on new initiatives without knowing anything about the anatomy of company beforehand. Each one had their share of issues and problems at hand.  Here, is a quick look at the key points from three Chief Operating Officers (COOs). One from a leading bank in the Middle East, another one from a global leading remittance and bill payment service provider and third one from a Doctor who is managing operations of chain of 20 hospitals specialized in cancer treatment...
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Following is a set of Strategy statements from a Telecom carrier Merger scenario: 1) “In response to the dramatic change in the Telecommunications and Media sector we will offer High speed data services over Broadband, VoIP and IPT offering with high speed access to these services anytime anywhere” 2) “In order to reduce demand on call centres we will need to enable customers to do more for themselves via the web – for example to subscribe to new services, change their service packages and resolve their own Billing enquiries” 3) “Our Legacy systems of 5 Billing Systems, 7 CRM’s and multiple...
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CEO of a Pharmaceuticals company wants to reduce the “Time to Market” of bringing in a new drug. CEO of a Bank wants to provide Mobile Banking and Payment Services using Social Media. CEO of a Retail organisation wants to extend their Retail Channels. CEO of an Energy company wants to diversify to alternate sources of Power. These are Enterprise Problems and need Architecting or Re-Architecting the Enterprise. What is the likely scenario here? He or She might ask their Corporate Strategy and Planning dept to come up with a Strategy and Plan. Lets assume for a moment that the CEO...
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Mr. Middleman is a Senior Business Architect for a Telecommunications Company. His company has many Small to Medium Customers. Mr. Middleman’s job role involves translating the business requirements into technology specifications for IT to implement. He also has to understand the business strategies of the Telco and take in the strategic requirements of his customers in delivering solutions. This often involves getting many functional areas within the Telco to work together. He has found that each department has its own metrics and measures for targets and that they often do not align or at cross purposes with the company’s metrics and...
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