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They would love to be able to innovate faster. But it’s hard because they’ve still have a business to run: they’ve still got product to ship, they’ve still got services to provide. They know the world is complex. They want to be able standardize. What did we all do as technologists? It’s as simple as that.
Whether you’re learning about businessarchitecture for the first time or dreaming of ways to grow your BA career into a businessarchitecture role, my conversation with Whynde Kuehn will help you discover the value of this role in an organization and what you can do to bridge that gap in your career.
When measured against, it forces your business to innovate, continuously improve, and be accountable to progress. Your organizational structures, decision-making frameworks, governance, and metrics will all need to be evaluated to ensure alignment and coherence with the vision.
What does it look like when we’re trying to figure out how to do agile governance? Not only at the team level, but at the program level at the portfolio level, at the strategy level, like at the macro level of governance and that was kind of the problem that we really set off to solve. But a lot of times, and you guys know this.
This new way of thinking and driving innovation is nicely summarised in this circular economy model introduced by the Board of Innovation ‘ How to hit the innovation sweet spot ’. After some initial challenges, Tesla cars now have a reputation for outstanding performance, unique design, and innovative self-drive features.
– Well, when you’re trying to build software and the software we were building was, was very innovative and kind of leading edge for organizations. And we’re looking for alignment between what I might say, like the businessarchitecture or the technology architecture and the organizational architecture.
Over the last 20-some-odd years, we’ve had a progression of Agile methodologies and a lot of innovation in the Agile methodology space as of late. How do we tie it to business problems, how we deal with governance and corporate issues, and all these different things? And let me tell you what I mean by that.
And so if you show up and like you say, “Hey, I want to adopt Agile,” but you know, you’re not familiar with the strategies or Agile governance strategies or such, right? Innovation, are we able to get feedback from customers and invent products that they want to use, product fit?
So, as you were advancing in your career, you were basically taking what you had learned in your business unit, and you were trying to apply those lessons learned into a much broader corporate ecosystem. . And then from the businessarchitecture up, it’s more like a line to strategy. It’s about business value.
So, that was kind of cool, the thing that I was doing like right before we met was I had been brought into Microsoft as a contractor, building out a businessarchitecture practice, I think they called motion. So, I was helping Microsoft build a businessarchitecture practice, on the tail of that. – Hmm.
And I was working for this VP that was like really super cool, is very into agile and we were coming up with really creative things for like team formation strategies and agile governance, all stuff. And businessarchitecture kind of a nebulous term, but how do you form teams? We have to figure out how to install governance.
Innovation and Planning (IP) iteration Occurs at the end of every PI to allow the train to innovate and learn. Business Owners – Are primarily responsible for business, technical governance, and the ROI of the product/solution being developed by the agile teams.
So we start with culture, maybe we go to practices and then all those teaming strategies and dependencies and governance and metrics and all that stuff that we struggle with all the time will just kind of work itself out. The Role of Governance Now, this is what I think about when I think about governance.
But also our businessarchitecture approaches and how we shape the right technology and structures behind the business strategies that we’re defining and working with our clients on. Tom Carpenter: Simon? Simon Blosse: Hi everyone. I’m Simon Blosse. I’m a principal consultant here.
The idea again, was that if we could do those things, we could build the right products, we could get faster feedback cycles, we could get better attention to quality, we could get early delivery, we could get predictability, we could get efficiency, we could get lower costs, we could get innovation.
The idea again, was that if we could do those things, we could build the right products, we could get faster feedback cycles, we could get better attention to quality, we could get early delivery, we could get predictability, we could get efficiency, we could get lower costs, we could get innovation.
Organizations have increasingly moved toward agile, product-oriented structures, where technology decisions are made within individual business units rather than dictated from a top-down IT function. Offering EA as a service positioning architecture as a consultative function that provides value to product and business teams.
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