John Kotter's final two stages (from his eight stages of change management) 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.
My previous Industry Insight looked at generating tangible "early wins" in the EA practice, and how they can echo throughout the company, as positive word-of-mouth spreads. The next step is to build on this momentum and to establish EA across every layer of processes, people, content, and tools, as well as products/services.
So, what are the hallmarks of a mature-state EA practice?
* Entrenching the ethos of "running the EA practice like a business": The foundation of the 'business model' includes five process areas: managing the business, enhancing market reputation, winning better business, delivering valued solutions, and growing the EA capability. In this way, resource allocation remains tightly synced with business need.
* Innovation: EA essentially manages intellectual capital as an asset, translating tacit individual knowledge into organisational assets, in the form of models - which fuels constant innovation. Ideas are crowd-sourced from employees and partner ecosystems, and then analysed and prioritised according to business impact.
* Strategic planning is dynamic and living: As intellectual capital becomes formalised as a corporate asset, the company can perform strategic planning at a higher level. This enables it to respond with agility to any changes in the external environment, as well as evolving business models within the company walls.
* Business processes and capabilities become optimised... integrated business processes are naturally (willingly) enforced across the business. Process owners and system custodians focus on the right business capabilities and continually optimise processes.
* Investment: The organisation targets its technology investment on IT assets that support identified and measurable business objectives, all within the framework of EA.
These fundamentals represent a shift from a state of "EA execution" to what can be referred to as "architecture leadership".
All about the people
In this state of advanced EA maturity, EA should also be repositioned and de-coupled from the IT department. Ideally, EA practice leaders should be moved to the office of the CEO, reporting to a function such as transformation management.
One of the most important facets of successfully transitioning from isolated early wins to EA leadership, which is embedded throughout the company, is ensuring key people are retained. The departure of important individuals can have catastrophic consequences at this stage - meaning EA never becomes entrenched.
For this reason, successful business leaders place a high emphasis on training, mentoring and further developing the EA teams. As ambitions soar, and people develop a passion for EA, industry bodies like The Open Group provide a useful outlet for this energy.
Companies in almost every sector, and all around the world, are being asked to reinvent themselves continually in order to survive.
By contributing to the industry standards that are developed by The Open Group, individuals enjoy a greater sense of purpose - a tangible feeling that they are working on 'something bigger'. Added to this, new opportunities open up, to develop their careers and networks.
For the company, this represents something of a win-win situation. By retaining these key specialists, it ensures the EA programme does not suffer interruptions or collapses.
Continuous cycle
As the success of the EA practice continues and the solution base expands, a virtuous cycle develops momentum: more and more 'customers' within the company start benefiting from EA, and more and more people are willing to invest in it.
The change process speeds up and becomes smoother; the ambit of EA broadens, and starts to influence every aspect of the business - including things like strategy planning, risk management, business transformation, and even mergers and acquisitions.
The importance of EA is heightened in today's ecosystem-based economies - where companies often have to directly plug into automated systems with others in their supply chain or partner network. EA integrates within the concept of an 'extended enterprise' to facilitate interactions with partners, suppliers, customers, subsidiaries, other business units and other key stakeholders.
In this new, connected world, the pace of change is accelerating rapidly. Companies in almost every sector, and all around the world, are being asked to reinvent themselves continually in order to survive. It is against this backdrop that there is more of a reliance on IT architectures to enable these rapid shifts in business strategy.
The essence of EA - managing complexity and change - is never forgotten. This new world requires new ways of thinking to address challenges and grab opportunities. Simply put, firms that continue to perpetuate old practices will be left in the dust.
One of the pioneers of EA, John Zachman, succinctly describes this essential fact: "Increasing flexibility and reducing time to market... will only happen with responsible and intellectual investment, in developing and maintaining enterprise architecture, to deliver quality information, to produce a quality enterprise."
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