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(from amazon reviewer Robert Morris) Ross, Weill and Robertson do what no one else has done in the area of Enterprise Architecture (EA). They have made it understandable and accessible for the executive. EA is an over abused term, often by IT people to intimidate business users and others. Ross, Weill and Roberston provide a well researched, clearly written approach for enterprise architecture and how it applied to business and technical strategy.
The subject may sound dry, but think of it this way -- how do you design your company for current success and future flexibility and you have an idea of the power behind the practices in this book. I say practices rather than ideas because this book is filled with well documented case studies and discussions of what real executives are doing. UPS, CEMEX, Delta Airlines, ING Direct, TD Banknorth are all companies that have realized value. This makes the book practitioner focused and all the more valuable.
Enterprise Architecture zealots will find this book wanting in terms of detailed diagrams and statement professing the unqualified necessity of EA. That is a signal to business executives that this is a book for them to understand the business implications of enterprise design and architecture.
This work is the result of careful examination and study of the topic from a business perspective and that care shows. The book is a balanced and action oriented view on EA, rather than a source of gushing enthusiasm which is something you find in more consulting oriented books.
If you are thinking about how your enterprise can become and sustain its competitive power, change at low risk, and take advantage of new opportunities; then EA may be an answer and this book is the clearest business description of EA, how to implement it and how it works out there.
If you are an IT person, read this book to see how IT concepts like EA are really business initiatives and how to explain them as such to your executives. If you have unbridled enthusiasm for EA then you may be disappointed in this straightforward, business focused discussion.
The book is organized clearly and presents a well structured argument that can lead executives to better understand the value of an enterprise level design.
Chapter 1: To execute your strategy, first build your foundation. This chapter discusses the factors that underpin a well designed organization that is agile and efficient.
Chapter 2: Define your operating model. This chapter covers the missing piece for many company strategies and plans -- how are we going to operate. This section includes an analysis of four major operating model types and what makes them successful.
Chapter 3: Implement the operating model via enterprise architecture. This chapter is among the most important as it puts EA in its proper place as a tool for strategy realization rather than as an end to itself.
Chapter 4: Navigate the states of Enterprise Architecture Maturity. This is a look at the benefits executives should expect as they invest in and realize results from EA
Chapter 5: Cash In on Learning. This chapter discusses the use of management practices and the ability to improve the enterprise because it has an explicit detailed design in the EA.
Chapter 6: Build the foundation one project at a time. With the rational and value of EA understood the book now turns to how you establish an EA and realize its value.
Chapter 7: Use Enterprise Architecture to guide outsourcing. Outsourcing is a big issue that will not go away and one that is subject to abuse, unless it is part of an enterprise design and therefore part of the EA.
Chapter 8 Now- exploit your foundation for profitable growth. This chapter should be read early by executives to understand what is possible for the business, top and bottom line growth.
Chapter 9 Take Charge! The Leadership Agenda discusses the actions and principles needed to make the enterprise successful through EA. This chapter is pretty standard, but it does a great job of showing how EA fits with what executives already know about leadership and growth.
