Architects Corner

Blogs on What and How of doing Enterprise, Business & IT Architecture. Did you hear "fail early"?

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Recent blog posts
We are happy to be back with the 10th edition of iCMG Architecture World Summit. Ten years in a row! but it looks like as if it was yesterday. Holy smokes where did the time go? Just returned after EAfDM (Enterprise Architecture for Decision Makers) workshop and was trying to remember the key takeaways from the interactions had with the team. I had hardly settled down, when a gentle reminder came to make a post...
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Six years back we started with a noble idea of recognizing organizations who are applying Enterprise, Business & IT Architecture as a means of creating better and viable Enterprise. In the last 5 years, iCMG Architecture Award Competition driven by independent jury has become a global benchmark of acceptance as the leading companies from USA, Europe, Asia, Middle East, Africa, South America have participated in this competition. The iCMG Award competition...
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In fact, best and most popular Process Methodology (& frameworks) have collectively failed CEOs time and again as most process frameworks are devoid of insight to Enterprise Anatomy and its impact in handling change. We have found the use of Enterprise Architecture as a solid basis for business process improvement. It helps in creating necessary process primitives and underlying anatomy. If you need to support your CEO's new goal of increasing revenue...
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In fact, when we were starting on CEO’s request for the increase in revenue,  we had some idea how and where to start. We knew changes to be done to “Sales” process and possibly in the “Engineering” processes. There were chances of little changes in the “Marketing” department. Was that good enough? We never saw the need to evaluate impact on “Product/Service Delivery” processes, process related to “Technology Management”,  HR processes...
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In this blog, I will focus on three key things. First, how to define a "business process", so that it's structure is understood in a consistent manner. Second, why it's important to understand link between business process with other enterprise assets such as strategy, systems? Third, why an Enterprise should focus on interdependency between "Business Process" across departments. Problem 1 – Understanding structure of a Business Process Let me start by...
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In my professional journey, one common factor was the buzzwords around process improvement. The rampant and frenzied explosion of process methodology (over 300-400 methodology) and frameworks have not simplified the life of business leaders. In fact, best and most popular Process Methodology (Frameworks) have collectively failed them again and again. In Nov 2014, Chief Executive magazine reported that nearly 90% of the CEO's have failed to meet their target. Nearly, 40...
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In the last few years, we have been trying to decipher the commonality and virtues from the Top CEOs list published by likes of HBR, Forbes, Fortune, Business Today, etc. At first glance, such list could be easily dismissed as an over-indulgent drama. As several CEOs who happen to be in such coveted list one year are unceremoniously shown the door few years later. Nevertheless, our interest in such lists was...
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It's interesting to see that "Business Architecture" is getting recognized as a critical element for enterprise survival, as well as growth. Unfortunately, hardly 10% of the Business Strategies are getting translated into operation (of that, what percentage is efficient...is anyone's guess?). Before we discuss in detail, let me share a short definition of Business Architecture. The Business Architecture is the basis of defining and managing a business entity. It helps in...
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You have just completed 4 gruelling days of our TOGAF® 9.1 Workshop Training. While it had all been worth it, you feel there also had been lots and lots of information to digest. Now that you are back to your daily work routine, you are also worried that your daily work routine may distract you from all the newly gained knowledge prior to the certification exam. So, what do you do?...
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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 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 nearly 90% of the CEO's have failed to meet their target. Nearly,...
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