The Foresight-Driven Enterprise
Practical ideas on designing foresight-driven enterprises by integrating strategic foresight with enterprise architecture.
Visualising Business Transformation
This book draws visualisation techniques together for the first time into a coherent whole, so that readers from any background can expand their repertoire and understand the context and rationale for each technique across the transformation lifecycle.
Future Ready: The Four Pathways to Capturing Digital Value
Woerner, Weill, and Sebastian show that the goal isn’t digital transformation but rather a profound business transformation. Future Ready is your essential guide for becoming a top performer in the digital economy.
Governance of Enterprise Transformation and the Different Faces of Enterprise Architecture Management
Today, enterprises more than ever find themselves confronted with a constant need to transform themselves to better cope with current pressures and to prepare for future opportunities and challenges. Enterprise architecture management plays a crucial role in that context. It may not only aid in shaping the future enterprise, but it may also facilitate subsequent transformation governance. Based on the perception of enterprise architecture management as both a strategic and an operational exercise, this article distinguishes between four general modes of architectural transformation governance and presents the different faces of enterprise architecture management prevalent in these modes. In particular, this involves solution architecture, roadmapping, and business architecture activities.
Department of Interior: A Practical Approach to Enterprise Architecture – Part 1
This article describes the evolution of the United States Department of the Interior (DOI) Enterprise Architecture (EA) from an under-developed state that primarily focused on the technology architecture to its current position as a model for other agencies. This was evidenced by the high rating of DOI’s EA (4.0 out of 5.0) among all federal EA programs in June 2005 from the Office of Management and Budget. This article presents the evolution of the Department’s EA over the past three years in terms of the development and application of a set of techniques that have facilitated business transformation at a sustainable rate while achieving broad organizational buy-in. This article will also include a detailed examination of various approaches to EA, a discussion of key fundamentals identified during the process and lessons learned.