The biggest enemy (or ally) of Enterprise Architecture is
Culture. Culture trumps Everything™ as the saying goes. But this is much much
more than a saying. It is a very cold hard fact. If ignored, it literally has
the capacity to destroy our Enterprise.
We have many technology issues (blades, linux, soa, disaster
recovery, security, web 2.0, etc) but our Technology Issues are very very small
compared to Process issues. When bad technology is selected or used in a bad
way, the culprit is usually the Process by which it was chosen or designed or
built or deployed or a mixture of all four.
We have many Process issues (see why we want to increase our
Maturity in the Methods section) but our Process issues are very very small
when compared to Cultural Issues. When bad processes are followed, the culprit
is usually the Culture that provides the context for those Processes. Politics
and People have always been the root cause of most problems related to
The culture used in our Enterprise for Strategising,
Roadmapping and Project Governance is of insufficient maturity to be able to
cope with the work required due to rising complexity and volatility.
When attempting to change the culture of our Enterprise it
is imperative to understand what our current culture is, to be able to
effectively begin to change it. But what do we mean by “Changing our culture”?
A “culture” is not something tangible. What we really mean when we say
“Changing our culture” is “Changing our people”. And changing our people is the
same as changing anything else - we cannot begin to change it unless we understand
it first. If we don’t, it is likely that we will produce unwanted and
un-expected detrimental and potentially disastrous side-effects. Often, merely
understanding other people’s and department’s points of view and why they think
and say what they do can reap huge benefits. Misunderstandings only lead to
negative feelings and a resistance to “help” the other party even if that
“help” would cost little or nothing.