I have never put ‘Wow’ into the title of a blog before – but for this one it’s fully justified.
This is the fifth year InfoWorld, Penn State University Center for EA, and Forrester have run the annual Enterprise Architecture Awards. When I compare the winners of five years ago – all excellent EA programs, with this year’s winners and the runner-ups, all I can say is ‘Wow – EA is really advancing’.
I am pleased to announce the winners of the 2014 Enterprise Architecture Awards. This year, we have six winning programs – all of which demonstrate leading edge thinking on how they engage with their business, how they provide value, and how they help their business achieve its strategic goals. Here are the winners, selected by a panel of leading EA practitioners drawn previous years’ winners and other excellent programs. (For a more extensive write-up, see the InfoWorld report)
Driving Innovation with Enterprise Architecture
The best way to succeed in Property and Casualty insurance in the US market is to create innovative products and services for unique customer segments, each with a customized customer value proposition. This is the need that Doug Safford, Vice President and Chief Architect pivoted his EA program towards.
Enterprise architects I talk with are struggling with the pace of change in their business.
We all know the pace of change in business, and in the technology which shapes and supports our business, is accelerating. Customers are expecting more ethics from companies and also more personalized services but do not want to share private information. Technology is leveling the playing field between established firms and new competitors. The economic, social, and regulatory environment is becoming more complex.
What this means for enterprise architects is that the founding assumptions of EA — a stable, unified business strategy, a structured process for planning through execution, and a compelling rationale for EA’s target states and standards — don’t apply anymore. Some of the comments I hear:
“We’re struggling with getting new business initiatives to follow the road maps we’ve developed.”
“By the time we go through our architecture development method, things have changed and our deliverables aren’t relevant anymore.”
“We are dealing with so many changes which are not synchronized that we are forced to delay some of the most strategic initiatives and associated opportunities.”
The bottom line is that the EA methods available today don’t handle the continuous, pervasive, disruption-driven business change that is increasingly the norm in the digital business era. Our businesses need agility — our methods aren’t agile enough to keep up.