In preparation for our upcoming webinar with Forrester Research, I was reading a report about letting business needs drive your enterprise architecture practice. The key takeaway that resonated with me the most was that EA should be strategic and one way to do this is by using capability maps as a basis for strategic discussions with the business. It is a way to speak the same language.
In working with customers over the past 10 years, I find a striking difference between customers whose implementations are very successful vs. marginally successful. Marginally successful customers have rolled out application portfolio rationalization or standards governance, excellent use cases, but lack alignment to the business. It’s the very successful customers who have not only implemented one or more use cases but who have deliberately tied multiple portfolios to the business capability hierarchy.
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