I gave a presentation at the recent British Computer Society (BCS) Enterprise Architecture Conference and this post is an outline of my talk. Over the last few years I have worked with many architects and quite a few are unhappy. Executives might appreciate the efforts that go into models and designs but things move on so quickly that, often, the architect’s work does not keep pace with events or arrives too late to be useful. The architect might sadly slope away, loaded down with copies of densely packed designs which are now only good for the recycling bin, or they might become angry at being ignored. Either way, it is not a pleasant situation. I shared with the conference some ideas about why this is happening and offered some suggestions of how to respond.
I recently read a really nice post by Drew Firment (thanks go to Chis Swan for sharing it). Drew’s article reminded me of some patterns I have seen in big transformations - most recently in my digital transformation work but also in the earlier rounds of change we called internet- or electronic-business transformation. This post is a first attempt at making these patterns explicit, initially so I can use them in my own work. It would be great to get your feedback if you think they will help you too. Lots of other people have already been trying to make sense of this area through frameworks, maturity models, life-cycles and other models. I have started to collect a list of some of these at the end of this post and they are worth reviewing as well.
…but developer productivity and commercial flexibility are bigger This post goes into technology a little more than usual so the TL;DR version for busy CIO’s is: Please make sure some of your teams are experimenting with serverless technology from Amazon or other providers. The rest of this post explains why Amazon is leading the transformation of software development with an obscure bit of technology from Google.
I recently noticed that I have been using @CIOPortfolio for 5 years now and that got me thinking about what has changed for CIOs over that time. Although digital technology is renowned for its frenetic pace of innovation (here we go again!) you could argue that not much has changed. Surprisingly, that is a terrifically useful insight for CIOs.
You could be forgiven for thinking that the agile movement is taking over the world. For example, Amazon is famously agile and because it can make changes to its software every second it can maintain its lead in existing markets whilst conquering new ones. But look more carefully and, of course, things are more complicated than that. In many respects, leading digital businesses are not as agile as they seem.