In December 2015, I decided it was time to start writing a series of articles on architecting enterprises (AE) with the aims of making enterprise architecting:
- more readily understood
- more easily practiced
- more widely practiced
- more beneficial to those practicing it
To that end, I started a series of articles which has developed into eight series (so far), each around a particular theme. This page provides an index to these articles to enable easier access to them and to related articles which readers may wish to explore. The articles were initially published via LinkedIn Pulse and are progressively being migrated to this site, so some links are to LinkedIn Pulse and some to blogs on this site.
Most popular articles …
- Organisations and enterprises
- Approach to enterprise architecting
- Enterprise architecture principles
- Operating models
- Business models
- Enterprise architecture – plain and simple
- Architecture in the Boardroom
- Enterprise as system
- Value propositions for EA
- IT systems as means not ends
Series 9 – Being more brain and systems savvy
- Being more systems savvy
- It makes sense to me …
- Change exhaustion?
- Capability cultivation
- Exploring enterprise lifecycles
- Novel ideas?
Series 8 – Focus on business analysis
- Quality of business analysis?
- IT systems as means not ends
- Enterprises as systems squared
- Trinity of systems
- Exploring business capability gaps
- Banning IT projects
Series 7 – Reflections on architecting enterprises
- Enterprise awareness
- Reducing enterprise dissonance
- Enterprise design mantras
- Enterprise dualities
- Organisations and enterprises
- Business model maturity
Series 6 – Enterprise architecture for disability sector
Series 5 – Enterprise architecture for small enterprises
- Small enterprises are beautiful
- Myths about architecting enterprises
- Fundamentals in architecting enterprises
- Enterprise challenges
- Enterprise integration and wholeness
Series 4 – Enterprise architecture for Directors
- Architecture in the Boardroom
- Technology in the Boardroom
- Exploring digital transformation
- Engaging enterprise architects
Series 3 – Enterprise architecture – principles
Considerable interest has been shown in the article on EA principles, so I have also commenced a series which elaborates further on individual principles.
- Enterprise architecture principles
- Structure determines behaviour
- Enterprises as social systems
- Enterprises as systems of systems
Series 2 – Enterprise architecture – digging deeper
- Investment and outcomes
- Origins and evolution of enterprise architecture
- Critical understanding
- Enterprise development
- Enterprise resources
- Enterprise awareness
- Enterprise babelfish
- Architectural accountability
- Exploring business models
- Outputs and outcomes
- Exploring enterprise architecting
- Fundamental elements
- Transforming enterprise performance
- Vision, purpose, enterprise
- Enterprise guidance
Series 1 – Enterprise architecture – plain and simple
- Enterprise architecture – plain and simple
- Why bother with EA?
- Value propositions for EA
- Enterprise as system
- Enterprise architecture principles
- Elements of architecture descriptions
- Conventional practices
- Architectural sufficiency
- Enterprise architecting
- Business models
- Operating models
- Approach to architecting enterprises
- Engaging enterprise architects
In recent times, where I have engaged in discussion about enterprise architecture (EA), there has been a need to distinguish between the scope traditionally encompassed by enterprise architects in relation to enterprise architecture. I have found myself increasingly referring to “architecting enterprises” and “architects of enterprises” (AE) to distinguish those who focus on the enterprise and its design and architecture, as opposed to those who focus on the architecture of the IT portfolio managed and/or used by enterprises (whom I call traditional enterprise architects).
To make my meaning more explicit and to make a clearer distinction, my articles will now refer to AE as distinct from EA. This will include progressively updating existing articles to reflect this distinction.
Peter Murchland is an Associate of Interface Consultants providing services which:
- take a holistic approach to systems and people change
- support enterprises in building capability to adapt, develop and transform in a changing world
- develop next generation leaders and next generation enterprises
- operate at the intersection of social and enterprise architecture
If you are interested in discussing these articles, Peter hosts a LinkedIn Group which you are welcome to join – see Enterprise-Modeling.