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Helen Keller never let her physical constraints define her vision. She is referenced as saying, “The only thing that is worse than being blind is having sight but no vision.” For Helen Keller, having a vision was much more important than the physical ability to see. Sight vs. Vision. Vision and Potential.
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.
My observation over the past 20 years of doing Agile and transforming organizations, is that if you address the underlying technical and organizational concerns, you put forth a credible strategy for dealing with dependencies, and governance, and audit and compliance, you can often get people to run an experiment. The technology architecture?
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.
Many organizations we encounter operate in functional silos, have traditional PMOs, and rigid governance and control structures. Imagine a world where the businessarchitecture, business capability model, domain-driven design, product architecture, and key strategies are in alignment.
Neither success nor failure are coincidental , they are the results of your vision, wrong or correct decisions. I guess this is where vision comes in handy! Within both private industry and government agencies, the business analyst is becoming the central figure in leading major change initiatives (1).
– Confident in your vision of what it is you want to happen and why and how you’re gonna be able to demonstrate that progress. The place where my mind went first in this conversation was, give the business unit president what he needs. .” What do they need to do? So, to me, that’s where it starts.
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? And so, to some degree, you have to cast a vision for what is possible to change, of course, the vision.
In this episode, Clarasys’ own Tom Carpenter, Sarah Rigby and Simon Blosse explore how to consider the business in a digital transformation. 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.
And I joined it right at the time when the team started to move into Agile and it was done through blood, sweat and tears at the time, but we were building our sort of makeshift agile process and governance model as we did that. Your vision is great, but what does it do for me? It’s getting you there.
And I joined it right at the time when the team started to move into Agile and it was done through blood, sweat and tears at the time, but we were building our sort of makeshift agile process and governance model as we did that. Your vision is great, but what does it do for me? It’s getting you there.
According to Gartners 2025 Leadership Vision for Enterprise Architecture , several key missteps are preventing EA from delivering the business impact it should. Offering EA as a service positioning architecture as a consultative function that provides value to product and business teams.
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