For the past few years of our enterprise architecture management suite (EAMS) coverage, we’ve noticed a trend that many of our clients are seeing in their own organizations: As the scope of the practice of EA expands, the range of what they need for tooling expands – and there is no one tool that accomplishes the full span of these needs. Though many vendors fly the flag of the full and broad EAMS, the reality is that they’re all bringing a different perspective to the mission and content of EA. I demonstrated this in The Forrester Wave™: EA Management Suites, Q2 2013, where I looked at four different EA value propositions, and found different firms were leaders in these different value propositions.
The news from this morning that Software AG acquired alfabet AG is an indicator that maybe this is about to change. The merger of Software AG’s business-process-centric view with alfabet’s strengths in IT planning and portfolio management mends one of the biggest divides in the market today between business process and enterprise architecture roles. There’s still plenty to learn about this acquisition, but I have a few initial reactions that are quite positive for the now united companies:
1. If properly brought together, the new offering could be the power-player. Both are leaders in the EAMS market from a tool functionality perspective, giving fantastic depth and breadth to the future offering.
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.
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.