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.
Brooks, D. (2005). “The art of intelligence.” New York Times. April 2, 2005. Section A, p. 15.
Hansch, S. (1999). Enhancing the nutritional quality of relief diets, Washington, DC: Congressional Hunger Center.
Kent, S. (1949). Strategic intelligence for American world policy. Princeton, NJ: Princeton University Press. 1949.
Ntata, P. (1999). Participation By The affected population in relief operations, active learning network on accountability and performance in humanitarian assistance. Malawi: University of Malawi.
Journal of Enterprise Architecture