Business capabilities are stable building blocks that define what an organization does. They encompass elements such as people, processes and systems that come together to realize specific functions. Due to their relatively lasting nature and the way they consolidate various cross-domain components, capabilities are a very useful tool for facilitating dialogue between stakeholders on the business and IT sides of the organization. Specifically, by managing and planning the way these capabilities and their constituents interact with strategy, with technology components etc. organizations can better navigate the complexity inherent in any large enterprise’s business-IT landscape. Read more
Even when an Enterprise Architecture practice is present in an organization, it is most often understood to be either strictly preoccupied with the management of IT, or at most with the management of business and IT together, but on a horizontal level. The truth is, however, that mature EA is not only capable but also expected to deliver a vertical line of sights between strategy to execution. This, by definition, entails giving guidance on the direction of investments and the orientation of change programs/projects. Read more
Planning and executing change is a key capability for organizations in this day and age. However, in order to do this successfully, businesses – especially large ones – must overcome the heavy burden of complexity that generally adds up as the organization scales up its operations. Complexity often means that an enterprise has little visibility into the full range of consequences for any proposed change or investment. Read more
Enterprise Architecture Means Business
Perhaps it’s in the name – enterprise architecture. Maybe that’s what prevents business stakeholders from engaging in a more meaningful way with the EA team. Architecture summons images of systems design, technology infrastructure, software development – IT, in other words, and that spells techie guys in the basement. “Definitely not what we’re interested in”, the verdict probably goes. It’s quite possible that’s at least part of the problem. Read more
As the Vice President of Customer Value here at BiZZdesign, it’s my job to work with a great many organizations and identify ways for them to successfully achieve their objectives. This means I deal with big enterprises, small enterprises; companies that have a mature EA practice, or are only just now starting out; from retail to tech, and everything in between. Read more
The past few months have presented both challenge and opportunity for all organizations. The problems are immediate; businesses face financial pressures to sustain an existing cost base in a context of reduced staff availability and reduced revenue. Given the changing social dynamics, the opportunities are numerous. Read more
I was recently invited onto the BiZZdesign Enterprise Architecture Podcast to discuss the journey of organizational change at the Royal Bank of Scotland, an initiative in which I’ve played an active role – and still do, in fact. I think it was a good talk and I encourage you to give it a listen if you can spare a few minutes. Read more
Living in a new normal
It’s been roughly two months since the Covid-19 pandemic has forced everyone into quarantine. Although the situation is ‘exceptional’, it’s nonetheless starting to feel like a familiar sort of exceptionalism, something you don’t really remark as much anymore. Read more
In the first part of this blog post, we discussed in general how the structure of the ArchiMate modeling language matches the structure of both component and feature teams. In this second part, we want to go a bit deeper into this topic.
In the most recent post in our ongoing series on agile and architecture, I argued why architecture models are valuable for agile organizations. That post concentrated on the ways in which you can use these models to foster business agility at the enterprise level. In this post I want to zoom in a bit and discuss how architecture models and ArchiMate in particular can support agile teams. Read more
While we are navigating the “new normal”, we are trying to cope with things in the best possible way. As such, we continue to realize new product developments and improvements for our customers. Read more
Covid-19 – a trying chapter not the end of the story
CSL Behring is part of CSL Limited, the world’s third largest biotech company. CSL has over 25,000 employees with operations in more than 35 countries and annual revenues close to $9 billion. When COVID-19 started to grow into a worldwide pandemic, as an organization, CSL Behring reacted in a globally-coordinated manner to ensure that any negative impact to their business would be minimized. Read more
It comes as a surprise when something as unlikely as a worldwide pandemic happens. It’s the sort of event that you may prepare for, but will likely never experience. Instead, you think, “Not in my lifetime,” or perhaps “Not where I live.” COVID-19, however, showed us that low probability of an event doesn’t mean its occurrence is impossible. Read more
These are strange times and for many of us the world has been turned upside-down by the Covid-19 pandemic. Enterprise architects, used to a medium- and long-term focus, suddenly and urgently need to contribute to the very survival of their organizations in the immediate term. This requires a thorough rethink of what we do, but we won’t have time to sit back and contemplate the EA discipline. We need to take action now and with this blog post I want to give you some concrete ideas on this. Read more
With the COVID-19 pandemic in full swing, it seems hard to imagine that so little time ago everything was business as usual. Read more
At BiZZdesign, we believe collaboration is a key success factor for business change. In fact, collaboration is one of the main drivers behind the development of HoriZZon. Read more
My colleagues Marc and Matthijs recently finished a series on innovation, which made me think of the importance of being forward-facing in today’s marketplace but also of the fact that many organizations suffer on that front. Their premise was that enterprise architects can help businesses overcome this problem, given their strategic positioning within the enterprise and the valuable insights they can deliver decision makers – I recommend you read it.
Schaeffler is a globally acting component supplier for the mechanical engineering and automotive industry employing around 89,000 people. Facing the challenges and opportunities of digitization and transition from combustion engines to fuel-cell and electric vehicles, the business processes and underpinning application landscape and technology use are in an ongoing transition; generating a strong need for Enterprise Architecture. In this blog we outline the nature of EA at Schaeffler and tool support by BiZZdesign’s solution, focusing on architecture modeling quality. Read more
Welcome to the second part of this series on process optimization challenges. Last time we went over the importance of simplicity in process, and more specifically how looking at the big picture when affecting change can ensure that you make a more significant improvement.