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<\/p>\nIdentifying the key incentives & drivers for change is one of the most important and challenging aspects of developing an organizational and technical\u00a0 strategy.<\/p>\n
After developing\u00a0 a business case to determine drivers and potential benefits, the organization is in a position to focus on developing a change strategy.<\/p>\n
The need for change must be clearly defined and accepted by key stakeholders, while the benefits to be derived by the enabling changes\u00a0 articulated, documented, and accepted.<\/p>\n
Benefits may yield both tangible and non-tangible results, while a collaborative approach to defining these prepares and plans the implementation programs to follow.<\/p>\n
The first step is to ensure\u00a0 communication and engagement between sponsors, & stakeholders in producing the key value propositions, and prioritizing these. This approach applies just as much to pure organizational objectives as to technical and engineering goals.<\/p>\n
A thorough understanding, or research into present and future conditions ( states )\u00a0 will help in shaping target drivers and establishing an initial road map for implementation. The social, process, and organizational components which lead to\u00a0 value IT\u00a0 shaping a portfolio plan\u00a0 are discussed\u00a0 elsewhere,in this discussion focus is on certain methods for developing a change program.<\/p>\n
Other than poor execution one of the biggest causes of program failure is lack of real or perceived value and acceptance. Therefore establishing a strong buy-in up front, identifying value and reasons for concern should be a priority. Often, the level of dissatisfaction among staff, loss of revenue, and competitive threats provide sufficient grounds for action, but\u00a0 relying on experience which may be limited, or fragmented,\u00a0 does not\u00a0 produce repeatable\u00a0 outcomes.<\/p>\n
The use of enterprise architecture in defining the details of an operating model for an organization will guide change in formal, structured, and visible manner.<\/p>\n
While engaging personalities and complementary personal leadership attributes\u00a0 make a\u00a0 difference in\u00a0 developing and managing\u00a0 change processes, and they are needed, these alone are no substitute for clarity through\u00a0 method\u00a0 in definition and \u00a0 acceptance\u00a0 of\u00a0 common goals especially where organizational\u00a0 governance is concerned.<\/p>\n
Progress against\u00a0 a well defined baseline needs to be measured,\u00a0 relative to which controlled changes may be made, with reduced impact to all concerned stakeholders.<\/p>\n
Additionally, structure reduces the number of decisions which need to be made in coming to a mutually beneficial conclusion.<\/p>\n
The term “architecture” is somewhat loaded as focused on technical aspects, but this is not the intended scope of the change initiative. Technical and engineering aspects will inform and detail a company\u00a0 operating model,\u00a0 derived as result of the enterprise or point business drivers and organizational objectives.<\/p>\n
Architectures\u00a0 divorced from operational reality, established in an ivory tower\u00a0 are not useful in developing transformation objectives.While useful as a guideline to execution, they often take a tactical path to a solution without considering the cause of the problem itself, and the nature of\u00a0 requirements.<\/p>\n
Indeed in certain cases a ready made solution is offered before taking into account all the preceding factors, such as capability, existing state, and organizational inertia. As\u00a0 an example certain fads drive initiatives, agile, dev-ops, are useful solutions applied without\u00a0 adequate problem definition. Time is often an issue and a quick-fix imperative overrides analysis, costing,\u00a0 and planning.<\/p>\n
With regard to timing imperatives – a\u00a0 short period of reflection and structured alignment of objectives with people, and capabilities\u00a0 will pay off in an accelerated transformation to follow. Modelling, costing and scenario planning on resulting benefits yields an action plan. Governance will address execution and accountability.<\/p>\n
As stated in multiple references enterprise architecture is the organizational\u00a0 structure for integrating and standardizing a company’s operating model. It sets the tone for understanding external and internal business requirements and provides a method for visibility and control. It is not restricted to IT but is informed by and contributes to all aspects of operations, in terms of revenue and cost.<\/p>\n
It helps to formulate an operating model in the context of a particular domain. Logistics requirements are different to those of running a municipality although they may share technology and common skill sets.<\/p>\n
<\/p>\n
Recent work with several companies, and exposure to\u00a0 individual methods of working,\u00a0 including those developed internally, yield at least four\/five\u00a0 areas in capability management, demand and supply,\u00a0 governance, namely : (i)business process, (ii)data, information & security, (iii)application integration, (iv)\u00a0 and technology.<\/p>\n
If working with an extended partner network, then we need to include the partner integration methods and processes\u00a0 ( we get into various aspects of trust in\u00a0 contract formulation, traceability, and alignment\u00a0 ).<\/p>\n
When informed by an accepted value proposition (Business case ) and well defined drivers these techniques represent powerful tools in resource allocation (who does what ) organizational structure, and capability development, leading into the details of building a foundation for execution, with or without external partners.<\/p>\n
Developing an external supplier\u00a0 engagement, and aligning internally between organizational silos, in absence\u00a0 of drivers, business benefits, and aligned architecture, may lead to all sorts of communication, funding, and technical issues, compounded by time imperatives, and inertia.<\/p>\n
Addressing these aspects up front engages people, identifies costs, provides valuable shared information and drives the selection of an optimal solution.<\/p>\n
Change through developing the program for execution\u00a0 becomes a natural outcome of shared objectives, and value resulting from that change well understood.<\/p>\n
[1] Enterprise Architecture as strategy – Harvard business school press<\/p>\n
[2] Benefits Management – Delivering value from IS & IT investments – Wiley<\/p>\n
[3] TOGAF – An open group standard<\/p>\n
[4] Telekinetics – A value & domain\u00a0 based approach to service provider transformation<\/p>\n","protected":false},"excerpt":{"rendered":"
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