Speaking of Enterprise Architecture frameworks, this just crossed my radar via Twitter. Just passing it along, not an endorsement as I haven’t had a chance to dig in.
“LEAD is an abbreviation for “Layered Enterprise Architecture Development” and is often used as a synonym to describe the entire LEAD concept. The LEAD Frameworks refers to either the entire LEAD concept, or to a specific LEAD Framework. A certified LEAD practitioner is called a LEAD eXpert or a LEAD Architect.
The LEAD version 3.0 currently consists of 10 frameworks, 6 methods and 4 approaches that are all integrated to each other with supporting maps, matrices and models that can be used for all aspects of enterprise modelling e.g. business model, competencies, value, services, processes, information, applications, data, platforms, infrastructure and cloud as well as for transformation and innovation modelling.”
I participated in this Business Architecture tweet jam. It was fun and interesting. No surprise, I have a different view than the rest. I’m @bmichelson in the linked post.
“The Open Group hosted a tweet jam (#ogChat) to discuss the evolution of Business Architecture and its role in enterprise transformation. In case you missed the conversation, here is a recap of the event.”
Decision-making and authority placed nearest the real-time data, circa 1854.
“Daniel McCallum created the first organization chart in response to the information problem hobbling one of the longest railroads in the world. In surprising contrast to today’s top-down organization pyramids, in McCallum’s chart the hierarchy was reversed: authority over day-to-day scheduling and operations went to the divisional superintendents down the line, who oversaw the five branch lines of the railroad. The reasoning: they possessed the best operating data, were closer to the action, and thus were best placed to manage the line’s persistent inefficiencies.”
What is your company’s most important (current / ongoing) argument? Is it focused on strategy, value or individuals?
“Asked several years ago to describe the most important argument taking place at Walmart, then-CEO Lee Scott immediately replied, “The size of our stores.” The world’s largest retailer was debating just how small its footprints and formats could be while still serving customer needs and its own brand equity promise. That conversation, Scott said, provoked a lot of new thinking and analysis.”
..”All firms have strategies and cultures. But sometimes the quickest and surest way to gain valuable insight into their fundamentals is by asking, “What’s the most important argument your organization is having right now?””