How To Keep Up With Reality In IT Planning

Uli Kalex from Alfabet, whom many of you know, has provided us with a guest post addressing one key fallacy which underlies much of IT’s work with their business. I hope you enjoy it and feel free to comment.

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As a mathematician and product manager, I strongly prefer the reliability of analysis over the uncertainty of gambling. That is why I like to go to Las Vegas . . . at least for the annual Forrester CIO and EA Forums. Thought and industry leaders from around the world get together and discuss the driving forces and challenges in IT management. As such, I experienced this year’s event as a real catalyst for discussions around the increased requirements and frustrations in IT planning — and a call to arms for IT leaders everywhere.

Dwight D. Eisenhower once famously said: “Plans are worthless, but planning is everything.” He was talking about armed conflicts, but the statement holds a lot of truth for today’s businesses as well. In the business world, an unforeseen change can make even the most sophisticated plan obsolete overnight — be it a change in regulation, a budget cut, or a company acquisition. To survive and thrive in this increasingly complex and dynamic environment, businesses need an IT organization that shows a path to meet business objectives while being flexible and responsive enough to adapt as needed. Ultimately, the best route is always changing.

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Are You An Enterprise Architecture Success Story?

Some enterprise architecture programs become a key capability for the success of their business: ensuring aligned plans, shaping business transformations, or boosting the business value of IT. But other EA programs struggle, with nebulous missions, immature practices, and limited impact.

If the first statement describes your EA program, I’d like to invite you to submit your story for the InfoWorld/Forrester Enterprise Architecture Award.InfoWorld/Forrester Enterprise Architecture Award image

This will be the third year of the awards program. Past winners have ranged from global banks to government ministries, from American Express to USAA, and from Singapore to Switzerland. These organizations have become a rich source of best practices and a demonstration of what a high-performance EA program is capable of.

We have a theme for the 2012 awards: EA programs that are business-focused, strategic, and pragmatic — and demonstrate this through their practices and the value they deliver. There are many ways in which EA can show this: partnering with business transformation efforts, developing business-relevant road maps, orchestrating their business’s information assets, increasing business agility — the list is long. As with past years, submissions will be judged by your peers — heads of successful EA programs, including previous winners.

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