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Posted by Alex Cullen on June 4, 2010
Consider the following scenario. You have realized that your firm can benefit from having a documented business architecture – perhaps based on business capabilities – not for any one issue or need but rather as a general framework for planning, strategic execution and coordination by different parts of business and IT. You are in a meeting with your CIO, making the case, when the CIO says, “In a couple of minutes our CEO is dropping by. You can make your case to him. If he’s interested, we’ll go ahead.”
OK – that scenario may seem like kind of a stretch – after all, how often does the CEO drop in on the CIO and want to listen to a pitch on business architecture? Well, something like this happened to me recently, and I’d like your thoughts on how to make the case. I was visiting a client – the head of EA at this client (a medium-size financial services firm) – when he said, “I’ve started to lobby with our business management that we need a business capability map. The CEO is dropping by and would like to hear the reasons from you. I think you’ll have about 15 minutes.”
Talk about a challenge! When CEO arrived, after initial introductions, this is the case I made:
I’d like to claim I sold him. However, when I followed up a week later with the head of architecture, he said that, while the CEO remains open, he’s not yet convinced.
What do you think of this case for a business capability map? I know many IT organizations are getting real traction with their business using a capability map approach – if you are one, how did you introduce the concept and get their buy-in?
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