Tag: context-space mapping

Context-perspectives and enterprise-architecture maturity

In what ways does what we do within the enterprise require a different perspective on the enterprise itself? In what ways does our maturity-level – our skills, competence and experience – affect what we can and should do within the

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Seven sins, sensemaking and OODA

Following from that recent series on sensemaking and ‘Seven sins of dubious discipline‘, it seems worthwhile to look at that whole context-space from a different direction, another example of a proven metaframework for much the same kind of metadiscipline – namely

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Two SCAN notes – 1: Edges

The SCAN framework describes sensemaking and decision-making in terms of four distinct ‘domains’, by convention labelled as Simple, Complicated, Ambiguous and Not-known. But what happens at the edges? (The domains themselves are fairly distinct, anyway, in the sense that viable

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Checking the SCORE

What’s a quick, practical alternative to SWOT – one that gives a bit more depth for strategic assessment, yet is still just as fast to use? My answer? Check out the SCORE: Strengths, Challenges, Options, Responses, Effectiveness. What triggered this

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More keywords for SCAN

Some notes that came up for me almost a month back, on the SCAN framework for sensemaking and decision-making, and that I hadn’t gotten round to documenting until now. I was reminded that I hadn’t posted these notes when I saw

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Standing up for the value of our work

How do we prove the value of our work? How we defend that value against unprincipled attack? These are real questions that we all need to face, especially in inherently-‘unprovable’ disciplines such as enterprise-architecture. So let’s put these questions into practice.

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Causal Layered Analysis, SCCC, and Cynefin

Why is it that some mornings start off with such a flood of ideas and connections that there’s no way to get it all down and done in the day? Hmm… [One urgent point first: this is not about Cynefin. I’m

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Coping with ‘the toad in the road’

Every discipline is blighted by their own versions of an all-too-common problem: “For every difficult, complex, challenging question, there’s at least one clear, simple, easy-to-understand wrong answer”. In Australian parlance, that type of magnificently-misleading ‘wrong answer’ is known as ‘the

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Context-space mapping with Enterprise Canvas, Part 5: Service content

In the previous articles about context-space mapping with the Enterprise Canvas, we looked at the topmost layer, the extended-enterprise and enterprise-descriptor or vision; then the next layer down, summarising all the player in the enterprise ecosystem; and took a first high-level look

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Context-space mapping with Enterprise Canvas, Part 4: Rethinking vision bottom-up

So far in this series we’ve explored the key concept of the extended-enterprise, used that to summarise the ecosystem in which the organisation operates, and started to model the organisation’s value-proposition and business-relationships. Up until this point we’ve been working top-down,

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