In my previous Industry Insight, I discussed some more of the reasons why enterprise architecture (EA) programmes often collapse - looking at the areas of vision, strategy and direction, as well as executive sponsorship, and the so-called 'ivory tower syndrome'.
Now, I will turn to two areas that are often overlooked, but are key to EA success: collaboration and communication.
Chapter 8: Lack of collaboration
As with any emerging discipline, EA is developing quickly - with new approaches, tools, standards, languages, and metrics coming to the fore at a rapid pace.
Similar to any type of business, the EA practice runs the risk of being left behind if it clings to past practices and tools, and fails to co-ordinate knowledge. Here, knowledge co-ordination is approached as a mechanism to harvest feedback and content from both internal and external sources, converting personal tacit knowledge into an organisational asset - and connecting people at the right times.
I recommend a concerted approach to establishing a culture of collaboration - both internally within the company, and externally into industry forums like The Open Group. Keep in mind the vision of The Open Group - that of 'boundary-less information flow' - where a flourishing environment of collaboration enables content to flow to the right people in a secure and co-ordinated manner. These ideals should be embedded into the company as it develops its EA practice.
By 'stopping to sharpen the saw' every now and then, the EA practice remains on the cutting-edge of new innovations and new thinking. And by placing greater emphasis on collaboration, true knowledge co-ordination starts to occur - leading to productivity improvements and a vastly enriched working environment.
The EA practice can trip itself up by not ensuring its activities are embedded within a cohesive and comprehensive change leadership strategy.
The opposite of this is an all too common sight: fragmented documentation, multiple instances of SharePoint all over the company, information housed on local hard drives, discordant sets of data, and poorly maintained content. Here, knowledge repositories become more of a hindrance than a benefit, and detract from the EA practice's ability to contribute meaningfully.
Chapter 9: Change leadership and communication
The EA practice can trip itself up by not ensuring its activities are embedded within a cohesive and comprehensive change leadership strategy. If the change leadership and management aspects are not given enough focus and resources by executives, they tend to become something of an afterthought.
This results in change management that is performed in bursts of activity, in response to immediate pressures. It's a recipe for failure: change is not dealt with in a longer-term sustainable manner, or absorbed into everyone's ways of working.
So, it becomes crucial for the chief architects to develop the skills of their team, to become true change leaders and agents - inspiring those around them, and propelling the practice forward. The change management function should consider the best ways to encourage people to participate - at both an individual and at a team level. Ultimately, people need to see the greater value of embracing the EA practice. They need to perceive the outcomes as having greater value than the cost of their contribution.
By 'looking after the customer' in this way, and continually measuring and communicating the successes EA is delivering, the EA team is more likely to grow its mandate and influence, and stands a better chance of winning better business (ie, being asked to tackle new projects within the company).
Successful change leadership strategies also ensure the EA practice does not fall victim to expectations that can't be met. Clear communication flows ensure the EA message is consistent, and true to what the EA function has the capability to deliver.
In an ideal state, the business should receive regular updates on the progress of EA within the enterprise, and key stakeholders should be spurred into action - driving business value, reducing costs and enabling business digital transformation.
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