An enterprise architect friend of mine recently posed an interesting question: “I lead a relatively mature EA practice that delivers good value to our organization. We are digitally transforming the organization and adopting agile ways of working across the enterprise, which is improving our outcomes for individual initiatives. But I am worried these efforts are sometimes wasted on delivering capabilities managers tell us are important, rather than the ones that are truly game-changing. How do I get in front of this, and help lead us to the right strategic outcomes?”
In previous blogs, we have written about the combination of structure and data to create novel insights into your enterprise, and about how this can support creating a Digital Twin of your organization. To reiterate, a digital twin is a digital representation of a real-world entity or system.
It seems like an unlikely pair, doesn’t it – Agile and Enterprise Architecture? Yet, as Agile awakens to the reality of having to move fast but in concert with other parts of the organization, and EA itself becomes more engaging and business goals-oriented, it actually makes a lot of sense to want to combine the two. Both practices bring significant benefits to an organization. Together they promise to unlock efficiencies that would increase business performance to a whole new level. Who could say no to a mix of organizational agility and solid strategic decision making? That would boost any business or digital initiative.