The rationale for increasing one’s maturity in Enterprise
Architecture (Methods, Artefacts, Culture and Environment) comes from
satisfying four key goals with respect to Enterprise Transformation:
¨ Effectiveness Transforming
the right things.
¨ Efficiency Transforming
more with less.
¨ Agility Transforming
faster with less.
¨ Durability Be
effective, efficient and agile in the future with respect to Transformation.
Most Enterprises will not have these goals in their
Enterprise Strategy in relation to Transformation. They will exist in general
but people tend to only think of them in terms of Operations. This is why 99%
of Enterprises spend 99% of their time transforming the Operations part of the
Enterprise and almost 0% transforming the Transformation part of the
The vision that EA brings, and the vision of EA, is to
introduce these goals to the Enterprise Strategy with respect to Enterprise
Transformation, If the C-Suite do not wish to add these goals to the
Enterprises Strategy then that is their decision, but EA exposes the fact that
it might be a good idea to include these goals. Therefore EA does not introduce
these Goals (“Ends”) per se, but it does help to provide the “Means” by which
they can be effectively and efficiently achieved both for today and in the
The goals are closely interlinked. Achieving one goal can
compromise the others. For example, increasing Effectiveness without regard to
Efficiency, Agility or Durability can have severe consequences for the Enterprise
Transformation and the things that Enterprise Transformation ultimately
delivers. The key is to manage each of these competing goals and to make sound
informed decisions having considered the impact and implications.
How effective does Enterprise Transformation need to be? How
do we know if we need to increase our effectiveness or not? These questions can
be considered from two perspectives:
Defensive How fast do I have to run in order not to be
eaten by a Tiger? Answer: Slightly faster than the slowest of your competitors.
Offensive How fast do I have to run in order to be a
winner? Answer: Slightly faster than the fastest of your competitors.
EA cannot and does not determine whether an Enterprise needs
to increase the effectiveness of its Transformation efforts or not - only the
Management can do that. EA helps the Management to make Enterprise
Transformation more effective.
This goal is concerned with at what cost the Enterprise can
Comparing the past with the world today…
In the past, Operational Efficiency was a key business driver and
differentiator. This led to production lines, mechanisation and automation.
In today’s business world, Operational Efficiency is still
important. However, as Enterprises have got more and more efficient in this
area the scope for further gains is reducing.
In addition, because of a lack of attention to
Transformational Efficiency, Operational Efficiency has been slowly and quietly
adversely affecting Transformational Efficiency, which then adversely affects
This goal is concerned with how fast the Enterprise can transform
itself to adapt to internal and external pressures and priorities. Let’s
consider some Transformation drivers:
Changes in Legislation, Competitor’s strategic moves, The
possibility of mergers and acquisitions, Introduction of new products and
services, The wax and wane of suppliers, The creation and demise of market and customer
segments, The creation and demise of market and customer Channels, Changes in
scale, The introduction of new machines (and technologies)
In the past all these things happened rarely if at all
In today’s business world these things could happen annually,
monthly or even weekly and in the case of the Introduction of new products and
services, could happen daily.
In general terms, if we compare the past to the world today:
In the past, Agility was not really important at all because
things didn’t change very much. Enterprises tended to produce the same products
in the same way using the same people and the same tools for long periods of
time. Things that could change which would require the Enterprise to change
only changed very slowly. When an Enterprise did need to change (since
processes were largely carried out by people who were extremely easy to
change/control) it could make those changes very quickly by telling those
people to do different things, by employing more people or by sacking people.
In the world today, Enterprises exist in an environment of
constant and fundamental change, and therefore Enterprises need to be able to
adapt and change quickly to cope with this maelstrom. They need to be more
Agile. Those that can will grow and prosper. Those that don’t will succumb to
those that do. When an Enterprise needs to change today it cannot rely so much
on the limitless adaptability of people to effect that change. This is because
so much of how an Enterprise does what it does, is now either completely or
partially automated and the complexity of those automated systems and business
processes is causing a severe bottleneck in the Enterprise’s ability to react
to change in a timely and commercially sensible fashion. Agility is becoming,
and will grow even more to become, a key business driver and differentiator. This importance continues to
grow year on year.
This goal is actually a component/modifier of the other
three goals and can also be termed Sustainability.
An Enterprise needs to be Effective, Efficient and Agile
today, but it would be unwise to unknowingly compromise how Effective, Efficient
or Agile it is likely to be tomorrow.
Unless this sustainability component is built into the Enterprise’s
Goals, the Enterprise will be solely driven by the needs of now, above the
needs of tomorrow. Effectively (and efficiently!) selling tomorrow to live