Strategy execution remains a challenging task for many organizations. The ‘Digital Enterprise’ requires major business transformations, delivered at speed. Most organizations are in a constant state of change. The ‘unfreeze-change-freeze’ model, reasoning from the current to a desired future state, no longer applies; the current state is always in flux and the future state is a moving target.
Change is difficult. This is a given for most people but it is always interesting to see how organizations cope with this. Mostly change is a black box, something we experience from the sideline and can only observe afterwards. Luckily I was able to experience some challenges that come with change firsthand during my graduation internship for my MSc Urban, Port & Transport Economics.
In order for Decision Management to be successfully implemented within an organization the following capabilities and technologies must be present:
As outlined in another blog, architecture-based enterprise portfolio management plays a crucial role in an integrated business transformation approach. Portfolio management is responsible for allocating investments to various asset categories and for creating a healthy project and program portfolio mix that realizes the organizational goals. There should be a balance in, for example, the types of projects (development, research, etc.) and long-term and short-term projects.
Be honest, do you consider yourself a great decision maker? I believe, with a few exceptions, that many people are not able to make optimal decisions. Why you might ask? Well, the answer is quite simple: people don’t have the time to collect and analyze all the available data and information that can be collected from information systems in your organization, suppliers, customers and other external sources. In addition, people’s capacity to process and store certain amounts of information is very limited. Just try to remember what you had for dinner two weeks ago. But don’t worry help is on the way, because in this blog I will list three important benefits of Decision Management that everyone should know of in order to improve your business outcomes.
New technological developments emerge at an increasing pace. Recent examples include Google Glass, Big Data, e-Coaching, wearables, 3D printing, Internet of Things etc. The potential is considered enormous, and expectations to derive value from these innovations are sky high. We already see this around us: HEMA, a Dutch chain of retail stores recently started a 3D printing service which allows customers to design and print their own jewelry. New jewelry product lines can be designed and sold at a reasonable price, once patterns are discovered among the custom designs. Organizations have no choice than to adapt and respond to these new developments in order to survive. A digital enterprise is an organization that builds upon such digital technologies, within the organization as well as in co-operation with partners and customers, in order to create a competitive position in the market.
Enterprise architecture is relevant for a member of the board! At least, that is what architect believe (or hope?). But CxO’s often do not agree. They do not experience the true value of architecture. What can an architect doe to improve this? Recently, BiZZdesign organized a very successful seminar on Enterprise Architecture in Healthcare. We discussed this topic with attendees and the conclusion are presented in this blog post. An overview of the tips from this meeting:
Musing about the reasons why many large organizations see many of their IT initiatives fail or underachieve (see for example this recent report by the Dutch parliamentary commission on ICT, describing IT failures in government), I came up with a rather simple conclusion: ‘project thinking’ is the root cause of these disappointments. Let me explain.
This is the seventh posting in our series on using ArchiMate in practice. So far we have considered the mind of the architect as well as several ‘fundamentals’ in the language: the structure / behavior dichotomy, three layers, internal / external aspects of each domain, specialization, and the use of views & viewpoints. In this posting we will discuss some ‘philosophical’ and practical issues that you may run into when using ArchiMate.
“Many stakeholders consider their organization as unique.” Depending on the level of abstraction you take as viewpoint, you can argue this statement is either right or wrong. It is interesting from an enterprise architecture perspective to understand why stakeholders stress this uniqueness and what are the benefits of understanding where the organization really is different from others. Recently there was a very successful seminar on Enterprise Architecture in Healthcare at BiZZdesign’s Dutch Amersfoort office. Therefore we use the example of the healthcare industry to illustrate things.