Laloux lists the different paradigms of the human organizations through the ages and proposes a new one: Teal organisation, which is built on three pillars related to wholeness, self-management, and evolutionary purpose.
This paper from The MITRE Corporation presents a summary of the range of potential uses of enterprise architectures (EAs), some of the challenges facing the users of EAs, and practical approaches for developing them incrementally over time to provide “just in time” utility to decision makers.
Australian government enterprises have shown a significant interest in the cloud technology-enabled enterprise transformation. Australian government suggests the whole-of-a-government strategy to cloud adoption. The challenge is how best to realise this cloud adoption strategy for the cloud technology-enabled enterprise transformation? The cloud adoption strategy realisation requires concrete guidelines and a comprehensive practical framework. This paper proposes the use of an agile enterprise architecture framework to developing and implementing the adaptive cloud technology-enabled enterprise architecture in the Australian government context. The results of this paper indicate that a holistic strategic agile enterprise architecture approach seems appropriate to support the strategic whole-of-a-government approach to cloud technology-enabled government enterprise transformation.
Enterprise Architecture has been developed in order to optimize the alignment between business needs and the (rapidly changing) possibilities of information technology. But do organizations indeed benefit from the application of Enterprise Architecture according to those who are in any way involved in architecture? To answer this question, a model has been developed (the Enterprise Architecture Value Framework) to organize the benefits of Enterprise Architecture. Based on this model, a survey has been conducted among the various types of stakeholders of Enterprise Architecture, such as architects, project managers, developers and business or IT managers. In the survey the respondents were asked to what extent they perceive various benefits of Enterprise Architecture in their organization. The results of this survey (with 287 fully completed responses) are analyzed and presented in this paper. In all categories of the framework benefits are perceived, though to different extent. Very few benefits are perceived in relation to the external orientation of the organization. Few statistically significant correlations were found in relation to the background of the respondents: the overall view on benefits of Enterprise Architecture appeared independent of the role of the respondents, the economic sector and the number of years of experience with architecture
Enterprise architecture (EA) offers ways to steer and guide the design and evolution of the enterprise including its information technology (IT). One of the outputs of EA is improved decision-making about IT. Objective: This study aims to provide EA researchers and practitioners with insights into how IT decision-making actually takes place and what that means for them. Method: A systematic literature review was conducted in order to find and analyze primary studies about IT decision-making. Results: We found that IT investment and prioritization is by far the largest decision category. Money seems much more important than content. The IT decision-making process itself is subject to different variables and factors making every IT decision unique. We also found that both rational and bounded rational approaches are used in IT decision-making. EA has not a prominent role in IT decision-making. Conclusions: IT decision-making is a messy and complex process where money plays a prominent role. We argue that, if enterprise architects want to influence IT decision-making, they should follow the money by combining content with investment planning and prioritization. Further research is required into what distinguishes enterprise architects that are successful in IT decision-making, from those that are less successful.
Enterprise architecture management (EAM) has become a widely acknowledged approach for guiding the continuous change of increasingly complex organizations. While methods and models for describing and analyzing enterprise architectures (EA) have been extensively discussed, principles guiding an EA’s design and evolution are hardly covered in existing research. The paper at hand therefore analyzes the mechanisms of EA principles (EAP), that is EAP grounding, EAP management, and EAP guidance and their effects on EA consistency and EAM utility. Specifically we aim at understanding the role of organizational culture for the mechanisms and effects of EAP. Based on empirical data we find that all relations describing EAP mechanisms and their effects are significantly moderated by organizational culture. Based on our findings we give recommendations on how to deal with selected design decisions when introducing and developing EA principles in an organization.
