In our Forrsights Business Decision-Makers Survey, Q4 2011, we asked business technology leaders to rate IT’s ability to establish an architecture that can accommodate changes to business strategy. While 45% of IT rated its ability positively, only 30% of business respondents did. Clearly, both think there is room for improvement, but business is more concerned about it.
So are we agile? Only 21% of enterprise architects in our September 2011 Global State Of Enterprise Architecture Online Survey reported being even modestly agile, so I think we all know the answer.
What do we do about it? Continue to focus on technology standardization and cost reduction? Give up on that and focus on tactical business needs? Gridlock in the middle because we can’t make the business case to invest in agility? This is the struggle EA organizations face today.
To act with agility, firms must create a foundation for it, and three barriers can get in the way:
Brittle processes and legacy systems. We all know it this one; the current state mess of processes that cannot adapt to change and legacy systems where everything is connected to everything else, so even the smallest changes have broad impacts. Techniques to overcome this barrier include partitioning the problem into digestible pieces to show incremental progress and short-term payoff.
I just recently had a conversation with Peter Hinssen, one of our keynote speakers at Forrester’s colocated CIO Forum and EA Forum in Las Vegas (May 3-4) and our EMEA CIO Forum and EA Forum in Paris (June 19-20).
Peter is both a dynamic speaker and a provocative thought-leader on the rapidly changing relationship of technology, business, and “the business function called IT.” Here’s a short summary of this conversation — and a preview of what he will be talking about at our forums.
On “The New Normal”:
Technology has stopped being “technology,” and digital has just become “normal”: We’ve entered the world of the “New Normal.” The rate of change of the technology world has become the beat to which markets transform. But the rate of change “outside” companies is now faster than the internal velocity of organizations. But how will companies evolve to cope with the changes as a result of the New Normal? How will organizations evolve to respond quickly enough when markets turn into networks of intelligence?