Enterprise Architects as change agents
SpaceX has redefined rocket launching. A modular and reusable design in which the booster returns to the launch pad and the tanker can be refilled in space. Massive cost reduction and endless opportunities for the future. This flexible technology can be used in different missions depending on ever-changing US administrations objectives.
This enormous undertaking required challenging the status quo of rocket launching designs, courage, determination and an extensible solution to adapt to different business needs which we may not know in advance.
A change agent, or agent of change, is someone who promotes and enables change to happen within any group or organization. [3]
Challenging the status quo
The role of the Enterprise Architect has been present for long time in the Corporate world. Interestingly the Digital Transformation era accelerated the number of business and technology changes. Companies that want to remain relevant and have a competitive advantage will need to be driven by technology.
The Enterprise Architect plays a crucial role in blending the business strategy with the IT strategy in a rapidly changing environment where the 3 to 5 year roadmap could be suddenly out-of-date. Instead, I suggest defining principles and guidelines for the next 3 to 5 years that can adapt to different unexpected situations like SpaceX modular and reusable designs.
The Ivory Tower Architect approach does not work. I believe that involvement and collaboration are key. The Enterprise Architect role is about translating Business strategy into IT Strategy, thinking long-term, target landscape and roadmap, finding synergies and redundancies, solutions, designs, removing organizational roadblocks and so on. But most importantly, be relevant and have fast feedback loops within the organization.
There is a big difference between being aware of the advantages and disadvantages of a decision; and “living” with the decision day to day.
Mind the gap
The closer business and technology work together, the quicker time to market will be achieved. Gregor Hohpe mentioned in one of his talks that although Google does not have Enterprise Architects, they do have Enterprise Architecture. This happens because business and technology are one and there is no gap to bridge.
If Business Architecture and IT Architecture are distant then it is the Enterprise Architect responsibility to close the gap. And bring them together.
The concept applies also for the top bottom dimension of the organization. As Gregor mentions in one of his best metaphors, Architects are responsible for navigating the Enterprise and making “a direct connection between the penthouse, where the business strategy is set, and the engine room, where the enabling technology is implemented”. [1]
“Be the change you want to see in the world” – Mahatma Gandhi’s wise words
Where should we start?
Enterprise Architects must challenge the status quo and experiment new ideas based on sound cost benefit analysis; being well aware of risks, costs and effort but not afraid of making mistakes.
Influencing key stakeholders is fundamental. Building a network of people supporting your ideas will make a massive difference and actually will allow you to go from idea to implementation.
Changing Enterprise culture can be challenging. A good understanding of the culture is crucial. However, it is part of the job. If you are not willing to go through this, better “kindly” look for something else.
This endeavor requires persistence, unshakable conviction; and appreciation of financial and symbolic value at stake. [2]
References
[1] Architect Elevator by Gregor Hohpe
[2] The Enterprise Architect’s role in leading transformation by mindscout
[3] Change agent definition by Margaret Rouse
Disclaimer
This is a personal article. The opinions expressed here represent my own and not those of my employer.
