One of the biggest challenges we face when building capability models is getting teams to move from functional thinking—the things we do—to capability thinking—the ability we have to do things. Organizations generally create functional teams around capabilities, making it difficult to distinguish the two.
Business Architecture is no longer just an emerging discipline or an “interesting concept.” While far from being mature, it is increasingly being leveraged by enterprises to provide tangible value.
The theme for this issue of Architecture & Governance Magazine is “The Evolving Nature of the EA Profession.” As a relatively young discipline, enterprise architecture has come a long way. Interest levels continue to be high, as demonstrated by A&G’s readership and the enthusiastic support of our author community.
Enterprise architects sit at a crossroads. Infrastructure technology is moving to outsourcers and into the cloud. For applications, buy before build is the norm. Endpoint technologies, user interface development, and business process automation are moving into the business domain. Where do enterprise architects go from here?
As I envision where enterprise architecture will go in the future, parallel activities in meteorology come to mind: how similar the enterprise architecture role is to meteorology and how predicting the future for our occupation is much like predicting the weather.
If someone tells you they like change, they are lying to themselves and to you. No one likes change. Change is hard. Change requires effort. What if you have been in an organization for many years and suddenly everything that you have known and come to expect at the office is about to be turned upside down? How are you going to react? What are you going to do about it?