An interesting discussion on Linkedin entitled Enterprise Architecture is failing. Is it because there are too many consultants? was posted. What follows is my take on the subject. One of the interesting posted comments was:
"Successful EA requires a disciplined commitment at all levels of organization. While that is moderately challenging to attain at the upper levels, propagating that discipline through the management ranks, both business and technology, is THE familiar change management challenge. That is trouble for any organization that attempts the "give me a little EA first" approach - and doesn't apply it to a complete division or subsidiary. And since we're so good at financialdiscipline, that is usually the approach that executives gravitate toward." - Aleks Buterman
I would like to add to Alesks’ first. I find that many enterprise architecture groups base their visions and roadmaps on best practices without taking into account the human dimension impact of their choices… without taking in consideration the culture of the organization. For example, if a company has a culture based on competition and silos it will be extremely hard (not to say impossible) to implement an enterprise data quality management vision.
With regards to consultants, it is very difficult for “outsiders” to truly understand the culture of an organization from being immersed in it during a short period. Hence, going back to my first comments, an “outsider” enterprise architect will NOT be able to truly understand the human impact of his recommendations. What follows is that his recommendations are either not followed, not implemented correctly or their implementation is not sustained in the long run because people do not feel it is “their” solution… this is typical resistance to change. A good way to avoid this is for consultants to act as a process consultant instead of a content expect, hence the consultant HELPS/FACILITATES the hiring company to define an enterprise architecture which aligns with it culture or helps the company to discover the discrepancies between what the company wants and what its culture can sustain. For more info on this see Peter Block. Another interesting post was :
"It is a cycle, while I think there are a lot of EA consultants our there that are a problem in their own right I think from the bigger picture point of view they are a symptom. A lot enterprises think that they can buy EA like fruit at the market a good EA program is more about growing the fruit. EA is something that a successful organization struggles over, strives towards, and is commited to. Bringing in a prepackaged EA is like renting a wife and expecting a marrige. It has to be your EA, not 's EA" - Art Freas
So in resume, I don’t think that the number of EA consultants is the true problem. As Art said, I believe that organizations believe that “off-the-shelf” solutions exist for EA hence they believe that a consultant can help them. I believe that this problem is itself a symptom of organizations which do not take into account the human dimension of EA. I personally believe that Organizational Development should be incorporate into the EA function, this would help greatly with this disconnect.
Posts
