From an Executives, Investors and Board Members point of view for Enterprise or Business Architects


  • Enterprise Architects
  • Business Architects


To apply a minimum viable system across any organization or agency regardless of the Enterprise.  Is it fair to assume that we hope to capture the current state and ideally we have a chance to apply our tools of our trade.  Realistically, our clients and the sponsors of any EA need both short term and long term gains from their investment.  We struggle to deliver short term value as our work is more than just herding cats.  Some sponsors think EA is just like herding cats.  In reality it has some truth if you are working with technology experts and stakeholders.  Keep in mind that you need to understand that EA isn’t just about technology and its up to each of us to provide business value.

Managing Risk

Risk is different for an executive and the board of directors than the one technical stakeholders think of in a waterfall software plan.  While on this subject; Agile doesn’t even ask the questions about risk.  The confusion around Regulatory, Reputational and Financial risk are somehow forgotten and in most environments unknown to those who need to know.  Annual employee “certification of the business code of ethics” is only a part of a fraction of the questions we use to hold ourselves accountable as a professional.

Let’s see where we might have gone wrong;

  • Checklist mentality as a point of failure
  • Lack of viable business management systems to guide the outcomes for quality management
  • Lack of management accountability
  • Primary source of hired workers are recent graduates

These points of failure are broad and systemic in nature.  How would I quickly respond to these problems of a wicked type? For the small and medium businesses we would benefit from a global online platform or marketplaces by industry.  Public and Private Partnerships could solution for the small and medium businesses and manage change using the three design patterns.

A living enterprise consist of many organizations of various sizes providing offers to people and planet.  We are resilient when we allow many to pass a supply chain criteria and promote the rule of law by design.  Does this mean we regulate more and often?  No it actually means we enable many to contribute to parts of a whole offer.  We setup an offer management capability, that party management capabilities are understood in a way that we haven’t understood before.

Party Management Capability

  • Every individual is only one physical person
    • In the digital space we have countless rows of data without context and in conflict with privacy protections offered to data subjects in Europe with GDPR and in California Consumer Privacy Act (CCPA) or when we need to protect children (age 13 or younger) for Children’s Online Privacy Protection Act (COPPA)
  • Every individual has a place on the planet where they reside and pay their share of taxes to state and federal governments
    • National logic “A state is one of many(often) in a nation”
    • National logic “A currency is one of many or unique to a nation”
  • Every individual has a self determined relationship with organizations
    • Start and end date-transactional event or point in time and slowly changing
  • Every individual has a right to privacy and self determines their public presence

There is an entire set of processes under the executive branch that has nothing to do with IT risk.  If you hear an argument that someone believes that is something like “risk is an acceptable part of business” that would be in response to someone calling

sustainable enterprise architecture in any We are going to go through the points of view which are relevant for Enterprise and Business Architects.  The intent of this blog would be to aid in the adoption of a universal framework that scales, uses real world scenarios and promotes re-use.  A minimum viable system model is another way to explain what this blog intends to introduce.  Every Enterprise Architect aspires to deliver Business Value; which is where I intend to help you each deliver.   This blog will aid in your understanding of the views of those who are accountable to an organization or agency within the borders of each.  While understanding that all organizations and agencies are part of an Enterprise.  This content applies to any industry while agreeing on the fact that each has unique differences beyond the scope and we should agree that certain design patterns exist that few of us understand.  We all have been exposed to complexity, change and running an organization.

Design Patterns

  • 1.0 Operating and Running a business of any type requires resources with generalist level skills and a budget that supports the resources.
  • 2.0 Changing or Improving a business of any type requires more than a generalist and people managers are accountable for the outcomes.  People managers are accountable for those they manage and we measure success based on how well these people managers integrate changes into operating and running a business.  Short term investments with many wins.
  • 3.0 Innovating or Transforming a business of any type requires another set of skills and the wisdom across industries and geographies. Expert resources who can work in an environment where small wins are against many failures and returns are long term.

Some will argue that we cannot have a universal model and one that is designed to scale.  They are typically the types of resources in 1.0 or 2.0 categories.  Enterprise and Business Architects have a 3.0 mindset or we should.  This three category (mvsm) application was modeled in a tool call Insight Maker, which has the capacity to clone and modify for any client.

In fact, the model has been cloned by others without any dependency on myself as the intent was to be used broadly.

My experience in innovation began in the 1980’s when we transformed people from using paper, pen and accountants relied on a 10 key adding machine.  Automation was feared and workers were in a panic.  People DO NOT work well when their job’s are perceived to be at risk.  Let’s assume paper and pen would be in category 1.0.  Every-time a worker starts a new job; they are faced with change (2.0) in that they must learn a new software and their work procedures are changing from what they learned in school or their last employers work procedures. A hiring manager may have all the budgeted resources hired, yet one is a new hire.  Wouldn’t it be ideal to have a means where the people manager could monitor their workforce in a way that allowed for the new hire to ramp up in their own lane(using a highway analogy).  During the initial month or in an ideal world, we can expect the new hire to ramp up within a week or two.  If the new hire is a new graduate, we can expect that transition to be longer.  This expectation is a universal requirement true to any people manager in any organization or agency.  Today, we have no clear or consistent method to monitor and track both the new hire and our people managers.  and they are most likely to help an organization, agency or enterprise innovate and transform.  and which would allow for a diverse set of organizational applications.  This content should prove the goal is one we can attain and would benefit from using.

The requirements for an Executive, Investors and Board Members is different from the requirements of the business functions and their diverse stakeholders.  In far more situations, the stakeholders aspire to have functionality and capabilities that are beyond their span of control.  from Board and Investor focus with an intent to scale your risk moving away from the threats and maximize your opportunities.

Ideally, proving the concepts by modeling the business process in a parallel flow or publishing content to financial systems after validation of the activities.

With the prescribed design, you will earn the right to claim your organization meets the criteria for Agility in your Enterprise Architecture.

Design Thinking 

This material will bring together both business and technology by design of an operational architecture using a systems approach to re-size your sox, external quality and business management audit and your regulatory requirements for a global and sustainable organization. Linking the right information at the right time for a back to the basic view of the enterprise with countless segments incorporated into the design for a “golden copy” that supplies your ability to allow local customization without losing your business management system.

  • At the Enterprise Architecture level the focus includes MDM, BMS, BPM and Quality with infrastructure, data and records management (content and document referred to as Knowledge Management) which this page helps us to link together for the Strategic and Financial business and technical resources.
  • Business Process reference architecture for operational design thinkers.

“This view looks pretty MDM focused; I am not buying the MDM concept.  That’s okay for you, do you want to send me a note to confirm your position.  I’m happy to help you look really good first, however your peer x may be willing to step up and lead this for your organization. ”

Response: That’s okay Mr. Stakeholder-you are more comfortable with business services.

Would you prefer to eliminate or Lean approach  with a Design For Six Sigma concept that converges your content, information, applications and presents a semantic view to your audience?

“sounds impossible but tell me more”

Response: A business service sets you up for a focused operational architecture that has no data loss and service level responses based on your 1st priority recovery time objectives.

Each function has a specific purpose for Enterprise Data.

Which leads into the 5 capability modeling concept; a way to move up the information hierarchy to allow greater agility and local or functional views without breaking the Enterprise purpose. The diagram below highlights the 5 different capabilities with the relationships to a Performance Measurement.    Before we have any objections to the MDM terms in this next graphic; MDM isn’t anything more than the ERP customer and Item master with the chart of accounts.

MDM allows more extensive capabilities in a hub architecture. With or without MDM you have a master for all three management capabilities in ERP.  That’s the point and the scope of SOX and GAAP if we execute as prescribed.

A performance measurement represents the external view into your enterprise and Converges with your Business Architecture in the way the highest performing companies lead in operational excellence.  The amazing part of the design; it can be applied to meet your globalization requirements while bringing in an agility and continuity focus that saves you millions.  Take this further with your record retention and archive priorities for zero data loss.  These are the standards you will have inserted into every future IT project.

Removing the need to panic when a function takes certain risk.  They are free to innovate and use their risk appetite without much consideration, we  will narrow our threat landscape to the same process and model with the functions simply publishing the minimum quality that allows the financial scope with fewer objects on the radar.   governance and forms that every project must execute in a certain sequence and never seems to be of any use.

Business Value

Converge your Enterprise and Business Architecture with Business Services Designed for an Operational architecture to industry standards

  1. Resilience-Business Service Capability for 5 capability model (the highway analogy)
  1. Business Management Systems-Impact analysis and Stakeholder Analysis with SOX checklist all recorded and a reference in your document management system
  2. Priority 1 for all zero data loss and least downtime virtual storage containers with continuous feeds to attain optimal recovery time objectives
  1. The vital information that keeps the lights on from a supplier, customer and revenue stream perspective.
  2. Consolidated by geography with punch out chart of accounts and groupings of customers by the same
  1. Customer and Partner Customers are aggregated by the geographical dimensions in the chart of accounts
  2. Suppliers and Pricing to Margin Analysis and country regulatory segmentation for least threats for higher controlled geographies
  • Security
  1. Tiered with logical groupings by function
  2. Entitlement by design and based on the policy for automation by design and the adjacent possibility model by choice
  3. Business Services presented through a single version of truth using the adjacent possibility concept
  4. Intellectual Property encrypted for risk and legal requirements to enforce threats to your companies information assets
  • Storage
  1. Cloud Ready by default with the resilience business service
  2. Archive and Purge by Record Retention Schedule modeling (Tagging)
  • Business Process Automation (unlike a robot in manufacturing) we will re-design the minimum inputs allowing us to apply this logic in a non-disruptive way.

industry; where your different customers and suppliers relate their own performance against. Anyone doing business with the federal government has to have a certification from the international standards organization.  Therefore; if you have a customer market of this type you are being audited each year.  You may not realize the impact your idea of quality has on the audit report each year.

  • Your company financials are audited by one of the big 4 in most cases.
  • What are the financials?
  •  Your expense and your revenue reported in an international format that every company must use to ensure consistent delivery of your organizations performance.
  • Unlike the annual report; these are close activity metrics.  Very much like your monthly statement from the bank.  A summary of your activity with plus and minus views.

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