Managing Enterprise Culture and Politics

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Mark Nevelow


Good engineering solutions are not enough to guarantee success in Enterprise Architecture. One must also understand the culture and politics of enterprises, as well as the shape of the human landscape (as opposed to the technology landscape) in which Enterprise Architecture solutions will be deployed. This article uses the analogy of intelligence gathering to identify and explore the perspectives necessary to decode an enterprise’s culture and politics, and looks at the application of that knowledge to the effective implementation of Enterprise Architecture.


culture, politics, enterprise architecture, sociology, stovepipes

About the author

Although trained as a sociologist, Mark Nevelow has been practicing Enterprise Architecture and building architecture practices since 1996. He specializes in the role of governance in EA efforts. Nevelow has worked extensively in the financial sector, including positions with Charles Schwab, Wells Fargo, Fleet Bank, and J.P. Morgan. He is currently a consultant with Unisys, advising the Department of Defense on its Enterprise Architecture and Financial Management Architecture programs.


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Journal of Enterprise Architecture

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