Business Architecture Challenges
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Business Architecture Challenges

How to identify and avoid potential architecture risk

About the Book

This anthology from the Tetradian weblog explores how enterprise architecture and suchlike apply in the business context, and can assist in resolving architecture-challenges.

This book includes about 40 posts and 95 images from the weblog. These posts are split into three groups:

- Business Architecture: Business and Technology - explores how technology fits in with business-architecture.

- Business Architecture: Management - considers how business-architecture can help to address some of the challenges of management

- Business Architecture: Risk and Fail - reviews how business risks and failures can arise, and how to use business-architecture to tackle them.

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    • Business Architecture
    • Enterprise Architecture
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About the Author

Tom Graves
Tom Graves

Tom Graves has been an independent consultant for more than four decades, in business transformation, enterprise architecture and knowledge management. His clients in Europe, Australasia and the Americas cover a broad range of industries including small-business, banking, utilities, manufacturing, logistics, engineering, media, telecoms, research, defence and government. He has a special interest in whole-enterprise architectures for non-profit, social, government and commercial enterprises.

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Table of Contents

  • Big-consultancies and bridging the chasm
    • Positioning and hype
    • Practical implications for enterprise-architecture
  • Big-consultancies and getting it right
    • The impact of over-simplicity
    • The perils of prediction
    • Practical implications for enterprise-architecture
  • Technology-adoption, Wardley-maps and Bimodal-IT
  • Technology-adoption, technology-evolution and lifecycle-management
    • Implications for enterprise-architecture
  • Technology-adoption and time-horizons
  • Mass-customisation, mass-uniqueness and big-data
    • Some practical implications
  • Is culture-change the same as software-change?
  • Rethinking the architecture of management
  • Management as ‘just another service’
  • Rebalancing top-down management-architectures
    • Viable System Model
    • Management on an aircraft-carrier
    • Engineers and fitters in a research-laboratory
    • Officer-training in the Army
    • Summary
  • Insuperordination
    • Implications for enterprise-architecture
  • Managers, leaders and hierarchies
    • Managers
    • Leaders
    • Managers as leaders, leaders as managers
    • Hierarchies and ‘management structures’
    • Practical implications for enterprise-architecture
  • Managers and leaders
  • RBP-EA: The dangers of business-centric ‘enterprise’-architecture
  • On ‘stupid’ organisations
  • How not to do social-business
  • The cyclist-shopper’s tale
  • What happens when kurtosis-risk eventuates
  • Should companies go to jail?
  • Who are your anti-clients?
    • The enterprise and the market
    • A real example: ‘United Breaks Guitars’
    • Take action
  • Anticlients are antibodies
  • Playing ‘pass the grenade’?
  • Keep the focus on the right market!
    • Implications for enterprise-architecture
  • Pointless paperwork
    • Implications for enterprise-architecture
  • Hidden perils of co-branding
    • Implications for enterprise-architecture
  • Open Group, HERA and healthcare
    • The good(ish)
    • The bad(ish)
    • The ugly (very)
    • Real-world crosschecks
  • Power, responsibility and bullying in the workplace
  • Ten ways to fail – and how to avoid them
  • Use EA to identify hidden costs in outsourcing
  • Financial-architecture and enterprise-architecture
  • Boundary of identity, boundary of control
    • Organisation, enterprise and boundaries
    • Inside-out and outside-in
    • Sourcing-relationships
    • Architecture implications
  • More on boundary of identity versus control
  • Trust and the enterprise
  • What do shareholders own?
  • Hoist by their own petard
  • Gross Demoter Score
  • How not to define business-architecture…

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