A new and exciting Platform 3.0 architectural reality is emerging. It’s composed of micro-services and platforms that are combined in radical new ways to serve point-in-time needs. Our transition to the highly-connected realm of Platform 3.0 will radically disrupt the way that we approach Enterprise Architecture (EA).

In this series, we’ll apply an Enterprise Architecture lens to McKinsey’s ‘10 timeless tests’ from its ‘Banking on customer centricity’ white paper’ – a litmus test for an organisation’s customer experience qualities.

In this series we examine the most common reasons that Enterprise Architecture fails, and provide practical guidance on how to avoid these pitfalls. We look at the Chief Architect and the core EA team; the organisational positioning of the EA function; the concept of ‘Ivory Towers’; EA’s vision, strategy and direction; executive sponsorship; collaboration; and finally the areas of EA tools, processes and content.

A series of articles that looks at John Kotter's eight stages of change management, and explores his timeless blueprint for effective change leadership. These change management principles can gel with an enterprise architecture (EA) roadmap to achieve business transformation.

This is one of the few case studies that show how to couple these three domains to achieve transformation. While created a few years ago, and relating to the COBIT framework, this case study is as relevant today as it was then. It highlights how EA has evolved from a largely misunderstood disciple to the point where it now acts as the lynchpin between corporate governance and IT governance

It has taken some time and effort, but enterprise architecture (EA) is firmly in the mainstream as a vital business activity, one which confers enduring competitive advantage. This is not news for many companies, which have reaped the benefits of embracing EA, but for others, it is a revelation, and they need to align their business accordingly. The early adopters have shown the way and as the

Decision-makers in large enterprises today face a number of paradoxes when it comes to implementing a business operating model and deploying enterprise architecture: How to stabilise and embed concrete systems that ensure control and predictability, but at the same time remain flexible and open to new innovations? How to employ new technology to improve the productivity of the enterprise and its