“Management is doing things right; leadership is doing the right things.”1 Businesses have always had tremendous decision making challenges due to lack of relevant, complete, accurate, and timely information. And this problem has become more acute as businesses expand or downsize, the pace of change increases, and the breadth of change expands.
By Siva Sankaran. Measuring the value realizable out of an IT investment initiative is imperative. It makes the IT decision- making process a customer-focused, value-driven process. It shifts the perception of IT as cost center to IT as a value center. However, measuring this business value has never been an easy task.
By Mannes Neuer. It’s well known that many IT budgets have been frozen or reduced over the last decade. The bulk of those cuts have been around maintenance and upgrades that keep application portfolios current and functioning. Issues caused by deferred maintenance are exacerbated by the absence of an application inventory and a structured review process for the application portfolio.
By Leonard Fehskens. Like beauty, a value proposition lies in the eye of the beholder, but the value proposition for enterprise architecture (EA) is, like love, a many-splendored thing. The key thing to understand is that there is no single universal answer to the question of why an organization should undertake an enterprise architecture initiative.
By Rickey Tang and Atul Apte. It is a well-known fact that technology is an indispensable and integral part of today’s business. As enterprise architects, we know that an efficient, high-performing, and adaptable information technology (IT) ecosystem is a real business asset. Enterprise architecture (EA) is the most effective discipline for ensuring long-term value of IT ecosystems.
Making decisions in a complex enterprise is rarely easy. The perfect decision is usually elusive and often nonexistent. Executives I talk to often rely on a combination of intuition and experience and hope for the best.
But most say that what they really want is for decision making to be more precise and deterministic.So what really happens when making a decision?
A common approach begins with those championing a solution reducing the scope of analysis and eliminating variables to simplify the decision. Those concerned about the bigger picture do the opposite, exploring every what-if scenario. Those forces drive the internal debate and frequently lengthen it. In the end, a decision must be made. As leaders, we do the best we can with what we have, and we decide.