I’ve had the privilege of building and leading strategy and enterprise architecture functions for several large businesses, and I’ve worked with many others in an advisory role as a management consultant.
It’s always been an intriguing puzzle, and it hasn’t always gone smoothly. But over time, I’ve discovered approaches that work exceptionally well.
Balancing Long-Term Architecture with Short-Term Delivery
The challenge is that something that makes perfect sense on a three- to five-year horizon can easily conflict with what needs to happen today. Plus, ideas that make sense conceptually, and, architecturally, often break down when they become system engineering problems.
When you’re responsible for these disciplines in a large organization, you have to see the bigger picture. But you also have to put points on the board early and often. The balancing act is real.
Using TOGAF and Other Frameworks Without Getting Stuck in Them
Big architecture frameworks and methodologies, like TOGAF, rarely help much in practice. We’ll address that incongruity, and, more importantly, show how to effectively use some of what they contain to your advantage without getting bogged down in the rest.
But for now, just set aside the notion that Enterprise Architecture is bound to what is in the big frameworks and methodologies.
Why Enterprise Architecture Must Reflect Organizational Context
You also won’t find a manifesto. Strategy and architecture are highly situational. What works well in one organization may fail in another, regardless of size or capability.
Strategy and architecture must be grounded in context, while balancing the big picture with the details. You need a plan, but you also have to demonstrate progress. You need to get shit done. That’s what Enterprise Architecture is about.
The Computer Is Going to Do Something
Join me in an ongoing, practical examination of enterprise architecture, systems engineering, and technology operations.
Enterprise Architecture Is More Than Documentation
We will frame enterprise architecture as much more than just documentation. Rather, as a strategic capability that shapes what organizations can actually do.
Understanding enterprise architecture as a capability leads naturally to the question of accountability. We’ll take that up next in The Role of Chief Architect.
Notes:
1. Headline image generated with Jetpack AI. Specific model unknown.
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