There are two types of Enterprise Architects:
Type 1 - This type of EA is
responsible for increasing an Enterprises Maturity in its use of EA.
Type 2 - This type of EA is
responsible for “doing” Enterprise Architecture.
Most (99.999%) Enterprises only ever recruit for a Type 2
Enterprise Architect - and therein lies the problem…
Whilst the job of the Type 2 EA is massively important and
the things they produce are of massive benefit to the Enterprise, they are, in
most cases, severely limited by the context of Methods, Artefacts, Culture and
Environment that they are forced to work within.
But I hear you cry:
“A good workman never blames his tools”
This is a
common saying (“tools” = “context”) and does have some validity.
However, it is also true to say that if you force a surgeon
Save time - by not washing his hands before an operation (Immature Methods),
Save money - by using untested blood and medicine (Immature Artefacts).
Not care - about the Hippocratic Oath (Immature
Save money - by using carving knife instead of a scalpel (Immature Environment).
You can hardly complain when patients keep dying.
Stopping patients dying is not achieved by replacing the
Surgeon with another surgeon operating (no pun intended!) in the same context.
Stopping patients dying is achieved by improving the Methods, Artefacts,
Culture and Environment that they are forced to work within.
It is not in the Surgeon’s power to increase the maturity of
the Methods, Artefacts, Culture and Environment that surgeons are forced to
work within, that is the job of Management -either with the guidance of
Surgeons (hopefully!!) or by Management giving the Surgeons a mandate and
resources to do so themselves.
I say hopefully because the National Health Service (NHS) in
the UK demonstrates time and time again Management’s utter lack of involving
and listening to people who actually do the work regarding how to increase its
maturity. But this is only one sad example of a much bigger cultural problem
which exists all over the world today. A culture which effectively says, that
people who are more senior are the ones who somehow magically know how to
improve things. This used to be the case many decades ago when the Manager did
know everything because he did the job himself for 40 years before he became
the Manger, but in the 21st century Managers do not get appointed on
that basis. They get appointed for all manner of strange reasons, all of which
do nothing to help them actually do their job properly.
As we have said before, every Enterprise is already “doing”
EA (operating on patients), it’s just a question of their maturity in How they do it.
And in the same way that a surgeon cannot improve his
context without a mandate, the same is true of a Type 2 EA. If the Type 2 EA’s
job description does not give him a mandate to increase maturity, then he is
doomed to work within the constraints of his predecessor and almost certainly
produce the same results. This always seems to come as a complete shock to
Management who then blame that EA and go recruiting for a “better” one. Doh!
What is happening is that Management (because of Cognitive
Dissonance) is actually ignoring the fundamental problem - which is themselves!
“We have seen the enemy, and the enemy is us!”
We could also say:
“A good manager never blames”