Everyone remotely involved with enterprise architecture and similar disciplines knows the importance of knowing your stakeholders. Stakeholder management is a key technique in EA and many methods, including TOGAF, stress its importance. But there is more to management than keeping individual stakeholders happy. In this blog post, I want to introduce three techniques that not only help you ensure stakeholder satisfaction, but also make good use of stakeholders and their influence in achieving business goals.
Project Portfolio Management
Cybersecurity threats are ever increasing. It is sometimes said there are two kinds of organizations: those who know they have been breached, and those who don’t know it yet. To mitigate the risk and damage associated with cybersecurity, it’s important to know how to assess these risks and improve your defenses via security-by-design. It’s also important to plan for what to do if (and when) things do go sideways.
In modern enterprises, change is no longer a simple, top-down affair. All levels of the organization need to be involved, and everyone from shop-floor employees to the CEO need to work on local improvements to business processes. Lean projects and agile product development teams must rapidly innovate digital environments, strategists need to invent and experiment with new business models, project and program portfolio managers have to decide on investment allocations, and those responsible for domains like risk management and regulatory compliance have to do their part. This “all hands on deck” approach requires enterprise-wide transparency and visibility of plans, structures, opportunities and constraints.
In my previous blog post, I described how Enterprise Studio supports the Business Model Canvas, Ecosystem maps, Balanced Scorecards including SWOT, PESTEL and Five Forces analysis, and heatmaps to highlight salient information for your organization. Now, I want to focus on more advanced views and analyses that help you evaluate the viability of your strategy and business models and then take steps towards their implementation.
In the previous installment in this blog series, we looked into planning and analyzing change in the enterprise by linking the life cycles of elements such as applications and projects. But how do you decide what to do with, for example, your application landscape? Which applications need to be improved, re-platformed, functionally upgraded, or phased out?
Strategists, architects, process experts, software developers, data managers and other professionals involved in changing the enterprise often put substantial effort in creating all kinds of useful models of their designs. In many cases, such business models, enterprise architecture models, business process models, software models, data models and more are only used to specify some design, i.e., to describe what should be built. But there is much more value to be had from these models, by using powerful analysis techniques to create new insights. Read more
Organizations involved in major strategic changes such as mergers, acquisitions and divestitures often focus mostly on the financial and market aspects of the change. What is the impact on your market share? How can you increase buying power from your suppliers? What cost savings can be realized by exploiting synergies? Read more
In this blog post, we discuss the value of an integrated approach to managing risk, compliance and security in the enterprise, using enterprise architecture as a backbone.
Many organizations with large legacy application landscapes can no longer postpone a major overhaul of their IT. But how do you avoid creating tomorrow’s legacy today all over again? And how do you spend your IT budget in the most sensible way? Next to appropriate design and development practices (e.g. enterprise architecture, agile and DevOps, as we addressed in our previous blog) you need to manage your application portfolio as a whole, to decide where it is most important to invest.
Looking back to many discussions about Digital Strategy with different organizations, most of them have the challenge of going through a balancing act day by day. Firstly, a Digital Oriented Organization needs to accept that the roles and responsibilities of Business and IT will merge together, whilst both parties need to enable business and IT innovations towards digital business needs. Read more
There seems to be a lot of hype recently among CxO’s around ‘Going to the cloud’. Since its potential is so widely acknowledged and advertised and its opportunities seem endless, digitization of the organization is the New Normal. But what exactly does this digitization involve? And, more importantly, can we exploit all its potential? Read more
Everybody is familiar with the SMART abbreviation. It stand for Specific, Measurable, Acceptable, Realistic and Time bounded. But this blog is not about that kind of SMART. In this blog I will discuss how to apply another type of SMART within the context of Enterprise portfolio management.
Do you recognize the continuous balancing of urgent vs. important matters? I am often confronted with urgent matters that need to be resolved quickly such as an escalation within a project, deadlines and engaging in interactions through meetings, e-mails, phone calls and a dozen other channels. On the other hand, I am also often confronted with important matters that are not urgent such as developing my professional skills and working on relationships. Sound familiar? I bet it does. It is perfectly normal to prioritize between urgent and important matters and everybody does it. Organizations face many similar challenges of which one is ambidexterity.
Our ongoing series of blogs about Agile methods offers an in-depth discussion of the method and its impact on an organization. In this blog, we focus on collaboration in agile teams.
Most people think of Scrum when they talk about collaboration within Agile. Scrum has definitely been a major contributing factor that has led to more effective collaboration. Note that we refer to it as just a contributing factor; Scrum has a strong emphasis on the pragmatic aspects, and less on human factors. In this blog, we aim to highlight the connection between both factors within Agile. Read more
Enterprise Portfolio Management (EPM) is the discipline that supports this allocation of investments to various asset categories of the organization, such as capabilities, applications, or infrastructure. EPM helps to create a healthy set of projects and programs that realize strategic goals.
Enterprise Portfolio Management (EPM) is the discipline that supports the allocation of investments to various asset categories of the organization, such as capabilities, applications, or infrastructure, EPM helps to create a healthy set projects and programs that realizes strategic goals. Read more
Capital allocation, i.e., deciding on investments, is probably the most important responsibility of the top management of any organization. This is no easy matter. Warren Buffett, chairman and CEO of Berkshire Hathaway and probably the most successful investor of the 20th century, described this in his 1987 letter to shareholders: Read more
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. Read more