Tag: tactics

Auftragstaktik and fingerspitzengefühl

Two words: auftragstaktik and fingerspitzengefühl. To an English speaker, they might look kinda weird, but they’re key to getting an enterprise to work well… The terms originate from the German military, from around the early-19thC and mid-20thC respectively. They would translate approximately

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Simplifying SCORE, again

How can we simplify the SCORE framework – Strengths, Challenges, Options, Responses, Effectiveness – to make it more accessible as a practical, more strategy-oriented replacement for SWOT? As summarised in the post ‘More on simplifying SCORE‘, the way to use SCORE is sort-of

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More on simplifying SCORE

How do we use SCORE, as a practical, more strategy-oriented replacement for SWOT? These are some additional notes as a follow-up and extension to the previous post ‘Simplifying SCORE‘. They perhaps apply in particular to the new simplified layout for

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Simplifying SCORE

What tool or graphic would you use to guide a quick exploration of strategy or tactics? Many people would use SWOT, of course – the classic 2×2 grid of Strengths, Weaknesses, Opportunities, Threats: The catch is that it’s very limited

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Where’s the best place for enterprise-architecture?

What’s the best kind of place to do enterprise-architecture and similar work? What are the best environments, for which parts of the work? And why? This was a fun set of questions that came up in my Twitterstream earlier this

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What I do and how I do it

What do I do, and how do I do it? What’s the nature of my work, and the methods that I use? And for that matter, why? That’s perhaps the shortest summary to a request by Anthony Draffin, in a comment

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Why business-model to enterprise-architecture?

Yes, I admit it: I’ve been kinda pouring out the posts lately. Sorry… But why all this fuss about business–models and enterprise-architecture? What’s the point about the bottom-line not being the baseline to work from? If everyone’s selling something to

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At Integrated EA conference

Spent part of this week at the Integrated Enterprise Architecture conference in London. And for me, it was a real refreshing change from the usual banks / insurance / finance / tax focus of most of what passes for ‘enterprise’-architecture these

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Models as decision-records (Enterprise Canvas)

This one is mainly about enterprise-architectures, but also applies to just about any other usage of models – visual, mathematical or whatever – in pretty much any other discipline. There’s a common perception that a model represents some kind of

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Where is the information when we need it?

We boarded the plane, settled down in our seats, to await pushback from the gate – the usual ‘hurry up and wait’ of everyday air-travel. Seemed to take a bit longer than usual, though. Strange clonks and thumps from beneath

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