Mehmet Yildiz's Blog: Updates from Dr Mehmet Yildiz, page 4
December 27, 2019
The Blockchain: Can we trust without trusting?
Is the Blockchain panacea to address manipulation problems and illuminate the world with true trust? Let’s discover!
Can we trust without trusting?
Yes, we can!
Here’s how:
By understanding, exploring, welcoming, and embracing the Blockchain!
Wait, wait!
If you are a sceptic, don’t miss this one-time opportunity.
Please read and understand the reason behind my informed madness.
With a few minute investments of your valuable time, your views may change, and who knows, you can turn to an evangelist for the fascinating potential of this ugly child in our block.
In this article, my aim is to introduce what the Blockchain is without hype, its importance with facts, its architecture, compelling use cases it presents, the technologies and processes behind it, current progress for its deployment, future plans for integrating it to our lives to better understand and gain more insights about its value proposition.
You can read the article published on the Medium Startup Magazine on this link.
Can we trust without trusting?
Yes, we can!
Here’s how:
By understanding, exploring, welcoming, and embracing the Blockchain!
Wait, wait!
If you are a sceptic, don’t miss this one-time opportunity.
Please read and understand the reason behind my informed madness.
With a few minute investments of your valuable time, your views may change, and who knows, you can turn to an evangelist for the fascinating potential of this ugly child in our block.
In this article, my aim is to introduce what the Blockchain is without hype, its importance with facts, its architecture, compelling use cases it presents, the technologies and processes behind it, current progress for its deployment, future plans for integrating it to our lives to better understand and gain more insights about its value proposition.
You can read the article published on the Medium Startup Magazine on this link.
December 20, 2019
Importance of Business and Architectural Models for Digital Transformation Initiatives
In this article, I want to highlight the critical importance of business and architectural models for the successful delivery of digital transformation initiatives from the accountability and responsibility aspects of a lead business architect.
As business architects, we must develop multiple business and architectural models for digital transformation initiatives. A model can be defined as the proposed structure of an entity typically on a smaller scale than its original form. Models are essential work-products in the enterprise, business, and technology architecture frameworks. Therefore it is collaborative activity across multiple architectural domains. However, as business architects, we usually lead the model development process as a top-down approach in digital transformation programs. We also supervise the bottom-up activities related to the creation of models by the domain, portfolio, and solution architects.
In many business organisations belong to regulated industries, some of the business and architectural models are mandatory to meet the quality and compliance requirements of the digital transformation programs. Models are considered the fundamental building blocks of the solutions and must be traced to the business, functional, non-functional, and operational requirements.
Once we draft specific business or architectural model at an abstract level and our relevant stakeholders understand and approve them, the next important step in the architectural method is to represent the contextual representation of the specific model in an abstract level by briefly describing each system building block of the model and the relationships.
Describing system and process details in abstract representations requires a great deal of cognitive skills and mental exercise. This practice includes dealing with multiple patterns, which can stimulate our cognitive abilities. Many business architects in challenging digital transformation environments enjoy this intellectual practice, highly regarded and admired by their business stakeholders. This is the fun part of creating a business and architecture model.
However, the challenging part is, as business architects, we are responsible for developing many business-oriented and architectural models which may be beyond our expertise. For example, some of the models need to be extracted from methods such as TOGAF, Zachman, or proprietary methods which require substantial customisation.
The most common business architecture models that we need to customise are Business Context, Data Context, Technology Context, Business Capabilities Model, and Value Streams Model. These are essential models every business architect needs to know in detail and practice them hands-on.
Preparing these models to require a specialist level of business acumen possessed by most of the experienced business architects in the industry. For those who are starting the business architecture recently, reviewing the work-product templates for these models from various business architecture methods, completing a model preparation course, and being mentored by an experienced business architect are essential professional development activities.
In many business organisations, experienced business architects are accountable and responsible for leading the digital transformation programs. Therefore they are expected not only to create the models themselves but also help with the creation of some of the domain-specific architectural models.
Some domain-specific and fundamental architectural models that we can consider for digital transformation initiatives are the Component Model, Operational Model, Performance Model, Security Model, Availability Model, Services Model, and Cost Model. Usually, rather than developing these models ourselves, we provide input to the relevant architecture team members who may be directly responsible for developing these model work-products. For example, a Security Model can be delegated to a security architect or domain specialist in this discipline. However, as a business architect, we provide the business requirements and the framework for the model.
As business architects, we must ensure that these architectural models are precisely documented, reviewed by the domain experts, and governed by the Architecture Review Board or a Design Authority established in the business organisation or at the digital transformation program level. You can find samples of these models in established architectural methodologies searching the names of the models in the method repository.
Documentation of the architectural models can include both textual explanations and practical diagrams. For example, for a Component Model, all components, sub-components, elements, and their relationships can be clearly illustrated in a diagram. The components and their functions can also be explained in detail in a textual document.
Some business architects may need to use their organisations’ proprietary architectural tools or even a PowerPoint document based on the documentation requirements and project management practice of the program. As a common practice, I mainly use MS Visio as a productivity tool to create my Component and Operational Models and share the output as a PDF to the relevant stakeholders. PDF-based solution artifacts are easy to store and distribute to relevant stakeholders. They are also easy to produce and submit for the program quality or compliance auditing purposes.
Using architectural diagrams can be practical communication tools for the approval of selected models in the digital transformation program because the governance process for handling the architecture models requires presenting them to the Architecture Review Board or a Design Authority.
With an effective presentation and articulated communication, obtaining technical assurance approvals of the business and architectural models can be faster and easier. Otherwise, people in these governance forums struggle to understand the key points and consume substantial amounts of time to approve them. Digital transformation programs cannot afford elongated time-frames due to their demanding natures. Therefore, applying agile principles to review architectural and business models is a critical success factor for digital transformation programs.
Approval for some of these models may also need to be obtained from the financial, commercial, and other business stakeholders. For example, the Cost Model, the Services Model, and the Availability Model can have special content that may require financial and commercial approval both at the program and the enterprise level.
As business architects, we not only deal with the architectural and technical aspects of the models in the digital transformation initiatives but also the financial and commercial aspects. While developing the business and architectural models, we also need to collaborate with multiple professional from various disciplines including architects, domain specialists, business analysts, financial advisors, service designers, and operational leads in digital transformation programs. These professional collaborators can provide various views points in creating business and architectural models using the industry and organisational best practices.
In summary, business and architectural models are critical artifacts for the successful delivery of the entire solution life-cycle of a digital transformation initiative including architecture, design, deployment, and operational phases of the initiative. Therefore, as business architects, we must lead this critical process with rigour, flexibility, agility, simplicity, and collaboration with key contributors to maintain and improve the quality of our business and architectural models. The bottom line is that without developing and using effective business and architectural models, a digital transformation initiative cannot be delivered successfully.
As business architects, we must develop multiple business and architectural models for digital transformation initiatives. A model can be defined as the proposed structure of an entity typically on a smaller scale than its original form. Models are essential work-products in the enterprise, business, and technology architecture frameworks. Therefore it is collaborative activity across multiple architectural domains. However, as business architects, we usually lead the model development process as a top-down approach in digital transformation programs. We also supervise the bottom-up activities related to the creation of models by the domain, portfolio, and solution architects.
In many business organisations belong to regulated industries, some of the business and architectural models are mandatory to meet the quality and compliance requirements of the digital transformation programs. Models are considered the fundamental building blocks of the solutions and must be traced to the business, functional, non-functional, and operational requirements.
Once we draft specific business or architectural model at an abstract level and our relevant stakeholders understand and approve them, the next important step in the architectural method is to represent the contextual representation of the specific model in an abstract level by briefly describing each system building block of the model and the relationships.
Describing system and process details in abstract representations requires a great deal of cognitive skills and mental exercise. This practice includes dealing with multiple patterns, which can stimulate our cognitive abilities. Many business architects in challenging digital transformation environments enjoy this intellectual practice, highly regarded and admired by their business stakeholders. This is the fun part of creating a business and architecture model.
However, the challenging part is, as business architects, we are responsible for developing many business-oriented and architectural models which may be beyond our expertise. For example, some of the models need to be extracted from methods such as TOGAF, Zachman, or proprietary methods which require substantial customisation.
The most common business architecture models that we need to customise are Business Context, Data Context, Technology Context, Business Capabilities Model, and Value Streams Model. These are essential models every business architect needs to know in detail and practice them hands-on.
Preparing these models to require a specialist level of business acumen possessed by most of the experienced business architects in the industry. For those who are starting the business architecture recently, reviewing the work-product templates for these models from various business architecture methods, completing a model preparation course, and being mentored by an experienced business architect are essential professional development activities.
In many business organisations, experienced business architects are accountable and responsible for leading the digital transformation programs. Therefore they are expected not only to create the models themselves but also help with the creation of some of the domain-specific architectural models.
Some domain-specific and fundamental architectural models that we can consider for digital transformation initiatives are the Component Model, Operational Model, Performance Model, Security Model, Availability Model, Services Model, and Cost Model. Usually, rather than developing these models ourselves, we provide input to the relevant architecture team members who may be directly responsible for developing these model work-products. For example, a Security Model can be delegated to a security architect or domain specialist in this discipline. However, as a business architect, we provide the business requirements and the framework for the model.
As business architects, we must ensure that these architectural models are precisely documented, reviewed by the domain experts, and governed by the Architecture Review Board or a Design Authority established in the business organisation or at the digital transformation program level. You can find samples of these models in established architectural methodologies searching the names of the models in the method repository.
Documentation of the architectural models can include both textual explanations and practical diagrams. For example, for a Component Model, all components, sub-components, elements, and their relationships can be clearly illustrated in a diagram. The components and their functions can also be explained in detail in a textual document.
Some business architects may need to use their organisations’ proprietary architectural tools or even a PowerPoint document based on the documentation requirements and project management practice of the program. As a common practice, I mainly use MS Visio as a productivity tool to create my Component and Operational Models and share the output as a PDF to the relevant stakeholders. PDF-based solution artifacts are easy to store and distribute to relevant stakeholders. They are also easy to produce and submit for the program quality or compliance auditing purposes.
Using architectural diagrams can be practical communication tools for the approval of selected models in the digital transformation program because the governance process for handling the architecture models requires presenting them to the Architecture Review Board or a Design Authority.
With an effective presentation and articulated communication, obtaining technical assurance approvals of the business and architectural models can be faster and easier. Otherwise, people in these governance forums struggle to understand the key points and consume substantial amounts of time to approve them. Digital transformation programs cannot afford elongated time-frames due to their demanding natures. Therefore, applying agile principles to review architectural and business models is a critical success factor for digital transformation programs.
Approval for some of these models may also need to be obtained from the financial, commercial, and other business stakeholders. For example, the Cost Model, the Services Model, and the Availability Model can have special content that may require financial and commercial approval both at the program and the enterprise level.
As business architects, we not only deal with the architectural and technical aspects of the models in the digital transformation initiatives but also the financial and commercial aspects. While developing the business and architectural models, we also need to collaborate with multiple professional from various disciplines including architects, domain specialists, business analysts, financial advisors, service designers, and operational leads in digital transformation programs. These professional collaborators can provide various views points in creating business and architectural models using the industry and organisational best practices.
In summary, business and architectural models are critical artifacts for the successful delivery of the entire solution life-cycle of a digital transformation initiative including architecture, design, deployment, and operational phases of the initiative. Therefore, as business architects, we must lead this critical process with rigour, flexibility, agility, simplicity, and collaboration with key contributors to maintain and improve the quality of our business and architectural models. The bottom line is that without developing and using effective business and architectural models, a digital transformation initiative cannot be delivered successfully.
December 15, 2019
Redefining the role of business architects for digital transformation
We are in the midst of a frenetic and a convoluted digital age. Many business and government organisations strive to transform their core business systems and data platforms to stay competitive and relevant in this exponentially growing global digital ecosystem. Digital transformation initiatives became pervasive and ubiquitous in all business and government ventures. This new norm of constant transformation requires architecting our business and underlying technology stacks rapidly. Establishing agile business architecture frameworks are fundamental requirements to achieve successful digital transformation outcomes.
Digital transformation initiatives can span across multiple business dimensions and many technology domains in large organisations. These dimensions and domains are tightly interrelated; hence, a minor change in one dimension or domain can affect many others. Dealing with these interrelated technology domains and moving across different business dimensions require careful considerations and substantial restructuring of a myriad of fragmented components.
In this book, my aim is to explain these challenges in a straightforward manner, methodically and in a pragmatic way, providing compelling insights based on a practical architectural approach so that my readers (business architects) can deal with the challenges effectively and in an informed way. Some of the detailed points may sound unusual from a high-level traditional business architecture perspective. However, each point I raised and explained in detail can have critical business implications and can make a significant impact on the success or failure of the digital transformation programs especially for responding the growing business demands, consumer expectations, and rapid technological changes.
In this book, titled "Agile Business Architecture for Digital Transformation", I attempted to share my in-depth knowledge and experience using a rigorous yet agile architectural method. My ultimate goal is to add accelerated business value to the global business architecture and digital transformation communities as a professional giveback activity, by focusing on the practical aspects, with minimal emphasis on the underlying theoretical perspectives.
More importantly, I took the plunge to redefine the role of business architects as critical leaders to empower digital transformation programs for complex and large business organisations. Even though most of the business architects are extremely capable, strategic, visionary, and high impact professionals from multiple angles, they don't seem to be recognised as crucial leaders for digital transformation initiatives. Their unique capabilities appear to be undermined! In my opinion and from my experience, the unique capabilities of business architects can provide excellent thought leadership and bridge with the gigantic gap between business and technical stakeholders. I provided detailed and practical guidance, using simple terms, on how business architects can effectively lead, steer, and empower digital transformation initiatives for successful outcomes.
The content in this book is based on my architectural thought leadership experience gained in large business and enterprise architecture initiatives over the last thirty-five years, focusing on business capabilities, digital transformation initiatives, and complex enterprise modernisation engagements, reflecting upon hard lessons learned in these applied settings.
As a caveat, this book is not based on convoluted and intricate theories in the traditional business architecture textbooks which may conflict with my practical experience especially when the content is taken out of the context of the specific digital transformation initiatives. The context of this book is digital transformation hence the role of a business architect is examined within this specific context. My beta readers found this book as a unique and pragmatic guide reflecting reality from the field. Hence, these initial readers encouraged me to promote the potential capabilities of business architects using a modern, novel, and innovative framework explained in twelve methodical steps. Hope my passionate thought leadership aiming to empower underestimated business architects adds new insights for their redefined roles and crucial responsibilities for the success of complex digital transformation initiatives.
Digital transformation initiatives can span across multiple business dimensions and many technology domains in large organisations. These dimensions and domains are tightly interrelated; hence, a minor change in one dimension or domain can affect many others. Dealing with these interrelated technology domains and moving across different business dimensions require careful considerations and substantial restructuring of a myriad of fragmented components.
In this book, my aim is to explain these challenges in a straightforward manner, methodically and in a pragmatic way, providing compelling insights based on a practical architectural approach so that my readers (business architects) can deal with the challenges effectively and in an informed way. Some of the detailed points may sound unusual from a high-level traditional business architecture perspective. However, each point I raised and explained in detail can have critical business implications and can make a significant impact on the success or failure of the digital transformation programs especially for responding the growing business demands, consumer expectations, and rapid technological changes.
In this book, titled "Agile Business Architecture for Digital Transformation", I attempted to share my in-depth knowledge and experience using a rigorous yet agile architectural method. My ultimate goal is to add accelerated business value to the global business architecture and digital transformation communities as a professional giveback activity, by focusing on the practical aspects, with minimal emphasis on the underlying theoretical perspectives.
More importantly, I took the plunge to redefine the role of business architects as critical leaders to empower digital transformation programs for complex and large business organisations. Even though most of the business architects are extremely capable, strategic, visionary, and high impact professionals from multiple angles, they don't seem to be recognised as crucial leaders for digital transformation initiatives. Their unique capabilities appear to be undermined! In my opinion and from my experience, the unique capabilities of business architects can provide excellent thought leadership and bridge with the gigantic gap between business and technical stakeholders. I provided detailed and practical guidance, using simple terms, on how business architects can effectively lead, steer, and empower digital transformation initiatives for successful outcomes.
The content in this book is based on my architectural thought leadership experience gained in large business and enterprise architecture initiatives over the last thirty-five years, focusing on business capabilities, digital transformation initiatives, and complex enterprise modernisation engagements, reflecting upon hard lessons learned in these applied settings.
As a caveat, this book is not based on convoluted and intricate theories in the traditional business architecture textbooks which may conflict with my practical experience especially when the content is taken out of the context of the specific digital transformation initiatives. The context of this book is digital transformation hence the role of a business architect is examined within this specific context. My beta readers found this book as a unique and pragmatic guide reflecting reality from the field. Hence, these initial readers encouraged me to promote the potential capabilities of business architects using a modern, novel, and innovative framework explained in twelve methodical steps. Hope my passionate thought leadership aiming to empower underestimated business architects adds new insights for their redefined roles and crucial responsibilities for the success of complex digital transformation initiatives.
December 13, 2019
The Unique Role of Business Architects in Digital Transformation Programs
We are in the midst of a frenetic and a convoluted digital age. Many business and government organisations strive to transform their core business systems and data platforms to stay competitive and relevant in this exponentially growing global digital ecosystem. Digital transformation initiatives became pervasive and ubiquitous in all business and government ventures. This new norm of constant transformation requires architecting our business and underlying technology stacks rapidly. Establishing agile business architecture frameworks are fundamental requirements to achieve successful digital transformation outcomes.
Digital transformation initiatives can span across multiple business dimensions and many technology domains in large organisations. These dimensions and domains are tightly interrelated; hence, a minor change in one dimension or domain can affect many others. Dealing with these interrelated technology domains and moving across different business dimensions require careful considerations and substantial restructuring of a myriad of fragmented components.
In this book, my aim is to explain these challenges in a straightforward manner, methodically and in a pragmatic way, providing compelling insights based on a practical architectural approach so that my readers (business architects) can deal with the challenges effectively and in an informed way. Some of the detailed points may sound unusual from a high-level traditional business architecture perspective. However, each point I raised and explained in detail can have critical business implications and can make a significant impact on the success or failure of the digital transformation programs especially for responding the growing business demands, consumer expectations, and rapid technological changes.
In this book, titled Agile Business Architecture for Digital Transformation, I attempted to share my in-depth knowledge and experience using a rigorous yet agile architectural method. My ultimate goal is to add accelerated business value to the global business architecture and digital transformation communities as a professional giveback activity, by focusing on the practical aspects, with minimal emphasis on the underlying theoretical perspectives.
More importantly, I took the plunge to redefine the role of business architects as critical leaders to empower digital transformation programs for complex and large business organisations. Even though most of the business architects are extremely capable, strategic, visionary, and high impact professionals from multiple angles, they don't seem to be recognised as crucial leaders for digital transformation initiatives. Their unique capabilities appear to be undermined! In my opinion and from my experience, the unique capabilities of business architects can provide excellent thought leadership and bridge with the gigantic gap between business and technical stakeholders. I provided detailed and practical guidance, using simple terms, on how business architects can effectively lead, steer, and empower digital transformation initiatives for successful outcomes.
The content in this book is based on my architectural thought leadership experience gained in large business and enterprise architecture initiatives over the last thirty-five years, focusing on business capabilities, digital transformation initiatives, and complex enterprise modernisation engagements, reflecting upon hard lessons learned in these applied settings.
As a caveat, this book is not based on convoluted and intricate theories in the traditional business architecture textbooks which may conflict with my practical experience especially when the content is taken out of the context of the specific digital transformation initiatives. The context of this book is digital transformation hence the role of a business architect is examined within this specific context. My beta readers found this book as a unique and pragmatic guide reflecting reality from the field. Hence, these initial readers encouraged me to promote the potential capabilities of business architects using a modern, novel, and innovative framework explained in twelve methodical steps. Hope my passionate thought leadership aiming to empower underestimated business architects adds new insights for their redefined roles and crucial responsibilities for the success of complex digital transformation initiatives.
Digital transformation initiatives can span across multiple business dimensions and many technology domains in large organisations. These dimensions and domains are tightly interrelated; hence, a minor change in one dimension or domain can affect many others. Dealing with these interrelated technology domains and moving across different business dimensions require careful considerations and substantial restructuring of a myriad of fragmented components.
In this book, my aim is to explain these challenges in a straightforward manner, methodically and in a pragmatic way, providing compelling insights based on a practical architectural approach so that my readers (business architects) can deal with the challenges effectively and in an informed way. Some of the detailed points may sound unusual from a high-level traditional business architecture perspective. However, each point I raised and explained in detail can have critical business implications and can make a significant impact on the success or failure of the digital transformation programs especially for responding the growing business demands, consumer expectations, and rapid technological changes.
In this book, titled Agile Business Architecture for Digital Transformation, I attempted to share my in-depth knowledge and experience using a rigorous yet agile architectural method. My ultimate goal is to add accelerated business value to the global business architecture and digital transformation communities as a professional giveback activity, by focusing on the practical aspects, with minimal emphasis on the underlying theoretical perspectives.
More importantly, I took the plunge to redefine the role of business architects as critical leaders to empower digital transformation programs for complex and large business organisations. Even though most of the business architects are extremely capable, strategic, visionary, and high impact professionals from multiple angles, they don't seem to be recognised as crucial leaders for digital transformation initiatives. Their unique capabilities appear to be undermined! In my opinion and from my experience, the unique capabilities of business architects can provide excellent thought leadership and bridge with the gigantic gap between business and technical stakeholders. I provided detailed and practical guidance, using simple terms, on how business architects can effectively lead, steer, and empower digital transformation initiatives for successful outcomes.
The content in this book is based on my architectural thought leadership experience gained in large business and enterprise architecture initiatives over the last thirty-five years, focusing on business capabilities, digital transformation initiatives, and complex enterprise modernisation engagements, reflecting upon hard lessons learned in these applied settings.
As a caveat, this book is not based on convoluted and intricate theories in the traditional business architecture textbooks which may conflict with my practical experience especially when the content is taken out of the context of the specific digital transformation initiatives. The context of this book is digital transformation hence the role of a business architect is examined within this specific context. My beta readers found this book as a unique and pragmatic guide reflecting reality from the field. Hence, these initial readers encouraged me to promote the potential capabilities of business architects using a modern, novel, and innovative framework explained in twelve methodical steps. Hope my passionate thought leadership aiming to empower underestimated business architects adds new insights for their redefined roles and crucial responsibilities for the success of complex digital transformation initiatives.
November 25, 2019
The First Australian IoT Code of Practice
In this post, I'd like to share my recent article published on Linked titled The First Australian IoT Code of Practice .
November 9, 2019
Selected Short IoT Articles on Medium
The IoT Magazine is one of the specialised publications on the Internet of Things (IoT), managed by the Medium Corporation in the USA. The Medium platform is information-rich with multiple publications providing service to millions of readers globally.
In this post, I want to share some of my selected articles published in this specialised magazine to make access easier for my Goodreads followers.
Security and Privacy for IoT Solutions
IoT Cloud Integrated with Edge Computing
Agility for IoT Solutions
Architectural Implications of IoT Data
Effective Solutions Combining IoT, Big Data, and Cloud
In this post, I want to share some of my selected articles published in this specialised magazine to make access easier for my Goodreads followers.
Security and Privacy for IoT Solutions
IoT Cloud Integrated with Edge Computing
Agility for IoT Solutions
Architectural Implications of IoT Data
Effective Solutions Combining IoT, Big Data, and Cloud
November 8, 2019
Un Enfoque de la Arquitectura Empresarial Moderna Potenciada : Modernizar y transformar la empresa con Movilidad, Nube, IO y Datos Grandes
Un Enfoque de la Arquitectura Empresarial Moderna Potenciada : Modernizar y transformar la empresa con Movilidad, Nube, IO y Datos Grandes
Soy el autor de este libro para proporcionar una guía esencial, ideas convincentes y formas únicas para Arquitectos Empresariales para que puedan llevar a cabo con éxito iniciativas complejas de modernización empresarial que transformen del caos a la coherencia. Este no es un libro teórico ordinario que describa en detalle la Arquitectura Empresarial. Hay miles de libros en el mercado y en las bibliotecas que discuten los detalles de la arquitectura empresarial. Mi objetivo aquí es destacar los factores de éxito y reflejar las lecciones aprendidas.
Como Arquitecto Empresarial Senior en ejercicio, leí cientos de esos libros y artículos para aprender diferentes puntos de vista. Han sido valiosos para mí para establecer mis bases en la primera fase de mi profesión. Sin embargo, lo que falta ahora es una guía concisa que muestre a los Arquitectos Empresariales los enfoques novedosos, las percepciones de la experiencia de la vida real y las experimentaciones, y que señale las tecnologías diferenciadoras para la modernización de las empresas. Ojalá existiera tal guía cuando empecé a participar en programas de modernización y transformación.
La mayor lección aprendida es el resultado comercial de la modernización de la empresa. Lo que realmente importa para el negocio es el retorno de la inversión de la arquitectura empresarial y sus capacidades de monetización. El resto es la teoría porque hoy en día los ejecutivos patrocinadores, debido al clima económico, no tienen interés, atención o tolerancia para los emprendimientos sin fines de lucro. Lamento decepcionar a algunos arquitectos empresariales idealistas, pero con el debido respeto, es la realidad, y no podemos cambiarla. Este libro trata de la realidad más que de la perfección teórica. Cualquiera que esté en contra de este punto de vista sobre el clima debe venir de otro planeta.
En este libro conciso, despejado y fácil de leer, intento mostrar los puntos débiles significativos y las consideraciones valiosas para la modernización de las empresas utilizando un enfoque estructurado. El rigor arquitectónico sigue siendo esencial. No podemos comprometer el rigor que apunta a la calidad de los productos y servicios como un resultado objetivo. Sin embargo, debe haber un delicado equilibrio entre el rigor arquitectónico, el valor comercial y la rapidez de comercialización. Apliqué este enfoque pragmático a múltiples iniciativas de transformación sustanciales y programas de modernización complejos. El punto clave es utilizar un enfoque iterativo cada vez más progresivo en todos los aspectos de las iniciativas de modernización, incluidas las personas, los procesos, las herramientas y las tecnologías en su conjunto.
Partiendo de una visión de alto nivel de la arquitectura empresarial para contextualizarla, presenté una docena de capítulos distintos para señalar y explicar con más detalle los factores que pueden marcar una diferencia real en el tratamiento de la complejidad y la producción de excelentes iniciativas de modernización. Como líderes eminentes, los Arquitectos Empresariales son los talentos críticos que pueden llevar a cabo esta misión masiva utilizando su gente y sus habilidades tecnológicas, además de muchos atributos críticos como la calma y la serenidad. Son arquitectos, no bomberos. Tengo plena confianza en que este libro puede proporcionar valiosas ideas y momentos para que estos talentosos arquitectos aborden esta enorme misión convirtiendo el caos en coherencia.
Soy el autor de este libro para proporcionar una guía esencial, ideas convincentes y formas únicas para Arquitectos Empresariales para que puedan llevar a cabo con éxito iniciativas complejas de modernización empresarial que transformen del caos a la coherencia. Este no es un libro teórico ordinario que describa en detalle la Arquitectura Empresarial. Hay miles de libros en el mercado y en las bibliotecas que discuten los detalles de la arquitectura empresarial. Mi objetivo aquí es destacar los factores de éxito y reflejar las lecciones aprendidas.
Como Arquitecto Empresarial Senior en ejercicio, leí cientos de esos libros y artículos para aprender diferentes puntos de vista. Han sido valiosos para mí para establecer mis bases en la primera fase de mi profesión. Sin embargo, lo que falta ahora es una guía concisa que muestre a los Arquitectos Empresariales los enfoques novedosos, las percepciones de la experiencia de la vida real y las experimentaciones, y que señale las tecnologías diferenciadoras para la modernización de las empresas. Ojalá existiera tal guía cuando empecé a participar en programas de modernización y transformación.
La mayor lección aprendida es el resultado comercial de la modernización de la empresa. Lo que realmente importa para el negocio es el retorno de la inversión de la arquitectura empresarial y sus capacidades de monetización. El resto es la teoría porque hoy en día los ejecutivos patrocinadores, debido al clima económico, no tienen interés, atención o tolerancia para los emprendimientos sin fines de lucro. Lamento decepcionar a algunos arquitectos empresariales idealistas, pero con el debido respeto, es la realidad, y no podemos cambiarla. Este libro trata de la realidad más que de la perfección teórica. Cualquiera que esté en contra de este punto de vista sobre el clima debe venir de otro planeta.
En este libro conciso, despejado y fácil de leer, intento mostrar los puntos débiles significativos y las consideraciones valiosas para la modernización de las empresas utilizando un enfoque estructurado. El rigor arquitectónico sigue siendo esencial. No podemos comprometer el rigor que apunta a la calidad de los productos y servicios como un resultado objetivo. Sin embargo, debe haber un delicado equilibrio entre el rigor arquitectónico, el valor comercial y la rapidez de comercialización. Apliqué este enfoque pragmático a múltiples iniciativas de transformación sustanciales y programas de modernización complejos. El punto clave es utilizar un enfoque iterativo cada vez más progresivo en todos los aspectos de las iniciativas de modernización, incluidas las personas, los procesos, las herramientas y las tecnologías en su conjunto.
Partiendo de una visión de alto nivel de la arquitectura empresarial para contextualizarla, presenté una docena de capítulos distintos para señalar y explicar con más detalle los factores que pueden marcar una diferencia real en el tratamiento de la complejidad y la producción de excelentes iniciativas de modernización. Como líderes eminentes, los Arquitectos Empresariales son los talentos críticos que pueden llevar a cabo esta misión masiva utilizando su gente y sus habilidades tecnológicas, además de muchos atributos críticos como la calma y la serenidad. Son arquitectos, no bomberos. Tengo plena confianza en que este libro puede proporcionar valiosas ideas y momentos para que estos talentosos arquitectos aborden esta enorme misión convirtiendo el caos en coherencia.
Modern Enterprise Architecture Approach Translated into Spanish
I am pleased to inform that my recent book titled A Modern Enterprise Architecture Approach
is made available in Spanish upon great demand. In this article, I provide a brief description of the book for my Spanish readers. Based on international readability metrics, the publisher has scheduled to translate it into German and Italian as the next large group of readers expected to enjoy this type of content. Here is the link to the translation
is made available in Spanish upon great demand. In this article, I provide a brief description of the book for my Spanish readers. Based on international readability metrics, the publisher has scheduled to translate it into German and Italian as the next large group of readers expected to enjoy this type of content. Here is the link to the translation
September 28, 2019
Inteligencia Digital
Soy el autor de este libro porque tratar con la inteligencia, y el mundo digital es una pasión para mí y quería compartir mi pasión con ustedes. En este libro, mi objetivo es proporcionar ideas convincentes y formas únicas de aumentar, mejorar y profundizar su inteligencia y conciencia digital y aplicarlas al viaje digital de su organización, en particular para las iniciativas de modernización y transformación. Utilicé el enfoque del pensamiento arquitectónico como marco principal para transmitir mi mensaje.
Basado en mi liderazgo de pensamiento arquitectónico en varios proyectos de transformación y modernización digital, con la riqueza acumulada de conocimientos y habilidades, quiero compartir estos aprendizajes en un libro conciso con la esperanza de añadir valor contribuyendo a la comunidad digital en general y a las iniciativas en progreso.
Tenga la seguridad de que esto no es una teoría o un libro académico. Es puramente práctico y se basa en las lecciones aprendidas de las iniciativas reales de transformación y modernización de las empresas tomadas en grandes entornos corporativos.
Hice todo lo posible para que este libro fuera conciso, despejado y fácil de leer, eliminando jerga técnica para una audiencia más amplia que quiere mejorar la inteligencia y la conciencia digital.
Por adelantado, este libro no trata de una herramienta, aplicación, un solo producto, tecnología específica o servicio, y ciertamente no es para endosar ninguno de estos artículos. Sin embargo, este libro se centra en el pensamiento arquitectónico y el enfoque metódico para mejorar la inteligencia y la conciencia digital. No es como los típicos libros de transformación digital disponibles en el mercado. En este libro, no cubro ni repito el mismo contenido de los libros que describen las transformaciones digitales. Mi propósito es diferente. Aquí está el enlace a la versión de Kindle en Amazon España.
Basado en mi liderazgo de pensamiento arquitectónico en varios proyectos de transformación y modernización digital, con la riqueza acumulada de conocimientos y habilidades, quiero compartir estos aprendizajes en un libro conciso con la esperanza de añadir valor contribuyendo a la comunidad digital en general y a las iniciativas en progreso.
Tenga la seguridad de que esto no es una teoría o un libro académico. Es puramente práctico y se basa en las lecciones aprendidas de las iniciativas reales de transformación y modernización de las empresas tomadas en grandes entornos corporativos.
Hice todo lo posible para que este libro fuera conciso, despejado y fácil de leer, eliminando jerga técnica para una audiencia más amplia que quiere mejorar la inteligencia y la conciencia digital.
Por adelantado, este libro no trata de una herramienta, aplicación, un solo producto, tecnología específica o servicio, y ciertamente no es para endosar ninguno de estos artículos. Sin embargo, este libro se centra en el pensamiento arquitectónico y el enfoque metódico para mejorar la inteligencia y la conciencia digital. No es como los típicos libros de transformación digital disponibles en el mercado. En este libro, no cubro ni repito el mismo contenido de los libros que describen las transformaciones digitales. Mi propósito es diferente. Aquí está el enlace a la versión de Kindle en Amazon España.
September 25, 2019
Knowing Where We are in Digital Transformation Journey
Understanding and accepting our current situation is crucial in all walks of life. It doesn’t matter how good or bad, we need to accept the reality at this initial stage. It is the same approach in Architecting Digital Transformation in the 12-step program which documented. The current state is our baseline and the starting point. Knowing where we are can help us set our vision for where we want to go.
The current state for a legacy enterprise can be extremely complex and difficult to compile. Everything is related to everything similar to the spaghetti analogy, you may even be surprised that some old systems or solutions are not documented adequately or even not documented at all. Therefore, we may need to conduct a gap analysis and take appropriate actions to address the gaps.
Despite all, we need to start from somewhere to identify our current environment and collect as much information as possible taking all measures. This can be one of the most painful exercises in the digital transformation life-cycle hence we shouldn’t be discouraged. It is a necessary step and pays the dividends in the long run. Then we continue with each step in this journey iteratively and repeatedly.
The current state for a legacy enterprise can be extremely complex and difficult to compile. Everything is related to everything similar to the spaghetti analogy, you may even be surprised that some old systems or solutions are not documented adequately or even not documented at all. Therefore, we may need to conduct a gap analysis and take appropriate actions to address the gaps.
Despite all, we need to start from somewhere to identify our current environment and collect as much information as possible taking all measures. This can be one of the most painful exercises in the digital transformation life-cycle hence we shouldn’t be discouraged. It is a necessary step and pays the dividends in the long run. Then we continue with each step in this journey iteratively and repeatedly.
Updates from Dr Mehmet Yildiz
Dr Mehmet Yildiz is a postdoctoral researcher in cognitive science and technologist who has worked as a Distinguished Enterprise Architect certified by the Open Group on multi-billion dollar enterpris
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