Successful EA - the people aspect
Enterprise architecture (EA) is more relevant today than ever before – considering the accelerating pace of technology adoption, many new and disruptive market forces, hypercompetitive environments, and rapidly changing business models. Together, these present a burning requirement for many organisations to ‘digitise the enterprise’.
Making it stick
Shifting from a state of architecture execution to architecture leadership is the next step in the EA journey.
Kotter’s final two stages guide an organisation on the optimum ways that change can be embedded, anchored and matured. From an Enterprise Architecture (EA) perspective, these phases relate to the ‘professionalising’ of the EA practice.
Generating short-term wins
Quick wins, even on a small scale, become the catalyst to building momentum in enterprise architecture.
By this point in the process of business transformation (see my previous Industry Insight), the company has established and communicated the vision for change, and then begun the process of empowering the right teams to start executing on that vision.
Empowering EA
It is critical for the business to communicate the enterprise architecture vision of business transformation.
Following the creation of the enterprise architecture (EA) vision – which I explored in my previous Industry Insight – I now turn to the crucial steps of communicating the vision of business transformation, and empowering broad-based action from the teams required to execute the vision.
Kotter's eight-stage journey continued
The third stage of the change management expedition encompasses the head and the heart.
In my previous Industry Insight, I looked at the first two stages of John Kotter's eight stages of change management, exploring his timeless blueprint for effective change leadership.
In Kotter's third stage – "developing a vision and strategy" – the guiding coalition sets to work on crafting the vision of...
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