WHAT, WHY & HOW OF DOING ENTERPRISE, BUSINESS AND IT ARCHITECTURE by CEO iCMG
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% of the CEO's failed to meet their target. Nearly, 40 CEOs in the Retail industry alone were replaced in 2014 that include likes of Walmart, Barnes & Noble, GAP Inc., etc. You will agree that these CEOs must have had the resources, access to the body of knowledge (experts), tools and technologies etc. Why did they still fail?
Our analysis clearly points to the lack of insight to Enterprise Architecture or absence of Idea of Enterprise Anatomy. Our research had led us to the belief that MBA degrees are not sufficient to understand Enterprise. It was validated by the report of HBR Top 100 CEOs list of 2014, which showed that only 27 out of 100 having MBA degree. But, how come these CEOs are at the top of their business.
The other observation (important) was that nearly 80 out of 100 have reached to CEO position growing bottom up in their respective organizations after spending 23-25 years.
In other words, CEOs are spending almost two decades to understand the Enterprise Anatomy i.e. understanding of Enterprise functioning. And within next3-4 years they are ready to retire and again the whole insight, knowledge about Enterprise Anatomy which existed inside brain will go away with the CEO.
Almost all Enterprise disorders and opportunities are linked to multiple functional areas. Unfortunately, no one seems to have the insight. No one is aware of Enterprise Anatomy. If you meet Sales team, they would feel its Manufacturing problem, and if you meet Manufacturing team, they will point it to Engineering, and it goes on. Very few Enterprise professionals can comprehend multi-disciplinary approach to handling Enterprise issues.
Isn’t it the right time to discover your Enterprise Anatomy? In the short term, it will provide a scientific basis to manage and run your Enterprise and in the long run, it will increase Enterprise longevity. Of course, it will empower you with unparalleled, unimaginable insight to effective decision making.