Over centuries, we have seen architects and engineers leading innovation. The Romans building ingenious aqueducts, the construction of the Canal du Midi and the Eiffel Tower in France, or more recently the Norman Foster’s Millau viaduct or landmark buildings like the Guggenheim Museum in Bilbao by Frank Gehry. Buildings that inspire and stretch technological possibilities. Ideas that have literally shaped construction and design, and transformed their surroundings. Read more
The Open Group Architecture Framework (TOGAF) is the most popular framework for developing an enterprise architecture (EA). It is an open standard and may be used freely by any organization wishing to develop an enterprise architecture for use within that organization. BiZZdesign believes in an EA approach that is based on open standards and frameworks. We combine and pre-package frameworks and standards like TOGAF and ArchiMate as an accelerated approach to jump-start customers’ EA programs. In this blog we will explain how we use TOGAF as framework, apply it in practice, with the goal of doing business-outcome-driven EA.
Earlier this week, a large Dutch insurance company got itself into the national headlines after mixing up sensitive customer data. By mistake, over 2,500 participants in a large-scale medical research received an e-mail with information that was intended for other participants.
“In creating and handling the data, we made a mistake. This way we accidentally coupled the wrong information to the e-mail addresses of the research participants”. According to the insurance company, this was a “human error’’, and not an error in the organization’s system, which was tested extensively. Read more
Very few organizations have a systematic and reliable way of translating a business strategy into action across all relevant elements of the organization. Implementing a long-term plan by successive decomposition, design and realization steps is only possible in stable circumstances. Classical top-down strategy implementation cannot keep up with the transformation speed required in a rapidly changing environment.
Until quite recently, IT security was exclusively the domain of security specialists. However, in the last couple of years, organizations have started to realize that IT-related risks cannot be seen in isolation, and should be considered as an integral part of Enterprise Risk and Security Management (ERSM). ERSM includes methods and techniques used by organizations to manage all types of risks related to the achievements of their objectives.
In a previous blog post, Marc Lankhorst discussed the value of EA in managing risk, compliance and security in the enterprise. He suggested a number of steps to take next; two of these steps are discussed in more detail in this blog:
For many organizations, the enterprise landscape is growing out of control. Simply keeping up with competition and evolving markets means that organizations constantly renew services offered to customers. These new services are supported by new processes, applications and infrastructure that are added to the landscape, making it larger and more complex. Read more
In my previous blog post on Enterprise Architecture at BiZZdesign in 2014, I described how the true value of architecture lies in its relationship with other disciplines within the enterprise.
We recently organized a workshop at BiZZdesign for enterprise architects in healthcare. A mixed group, from hospitals and other healthcare providers. In the workshop, various issues were discussed. We want to highlight some of these topics in this blog.
In previous blogs in this series, we discussed the ‘wastes’ of enterprise architects and enterprise architectures. That may have sounded rather negative, but the main message of course is: EA is no goal in itself, it should support the organization. Regarding Lean we have the same message. Read more
In my previous blog posts, I discussed the way I see strategy work and the types of models that can be used, and how the business model canvas should be the focal point for architecture work. In this blog post, I will show that enterprise architecture is the tool to go from strategy and business model to execution.
Business models are a helpful way to define a business strategy and steer an organization in the “right” direction. Furthermore, business models foster discussions on the way organizations want to deliver value to their customers. Building business models is fun! Thinking about your organization and its future in an abstract manner is addictive, since there is no chance of failure…
Times are tough: many businesses are struggling to stay afloat in the wild economic currents. Many organizations attempt to find a “blue ocean” of uncontested space, but let’s face it: most of us are stuck in a “red ocean” with a lot of competition, growing power of both suppliers and consumers and increased threat of substitutes. Indeed, one can argue that it is “all hands on deck” for many organizations in their struggle to survive.
In our previous two blogs in this series, we outlined the connections between Lean Management and Enterprise Architecture. The focus of Lean is on taking day-to-day small steps for improvement. The elimination of waste and focus on customer value are central elements in Lean. Enterprise Architecture focuses on longer term results, but as we have seen in the previous blog in this series a Lean perspective is also powerful for Enterprise Architects. Read more
In Lean Management, a lot of time is spent finding and eliminating waste. Our processes and organizations are full of waste. In the Lean philosophy these wastes should not be dealt with as ‘problems’, but as opportunities for improvement.
Over the last two decades, Lean management has proved to be very powerful in improving an organization’s business process performance. During the same time frame, Enterprise Architecture came up as a discipline for controlling the complexity of organizations, their processes, information and IT. At first glance, both approaches appear very different in nature. Read more
Enterprise Architecture supports implementation of change in a coordinated way. Building an Enterprise Architecture Capability is a process of change in itself, and thus can be supported by Enterprise Architecture methods and tools. In this White Paper we described how a high-level approach for the initiation and development of the Enterprise Architecture capability can be derived from TOGAF, and especially its core component the Architecture Development Method (ADM). This high level approach consists of four steps:
In the webinar Business Model Innovation for Architects and their Stakeholders we presented the Business Model Canvas as a relevant tool for Architects in many roles. Changing systems and processes alone is no longer enough in the rapidly changing environment your organization is in today. Designing, innovating and changing business models becomes a discipline that is of increasingly importance for organizations both in profit and non-profit. We explained how this approach fits The Open Group standards TOGAF® and ArchiMate®.