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.
Digital transformation is the latest big deal. While there have been many “next big things” over the last two decades, this one is different. It has the potential to fundamentally change things for IT and business alike.
Creating impactful and strategically aligned enterprise architecture is an increasingly complex task. Information technology is opening up a historically wide and growing range of options for investing in technology to underpin strategic business goals and strategy continues to evolve.
So much is so great about the cloud that anyone who talks or writes about it is in danger of sounding like they are in the midst of some kind of religious rapture. Naysayers, on the other hand, are few and far between.
Have you ever been confused about why you were not allowed to do what you tried to do? Been judged or evaluated in a way you didn’t expect? Stumped by the result or decision a business system produced? If so you are a why victim. In today’s business world, all of us are why victims more and more often. The remedy is business rules.