Keep it simple. Simple, yet not simplistic. Acknowledge the complexity, yet don’t ever push that complexity in people’s faces. (Not until they’re ready for it and choose to face it, anyway.) Help people find their own effectiveness about creating effectiveness. …
In a multiple-stakeholder enterprise – which, in practice, is the case for every enterprise – how do we make sense of how each stakeholder views the context? What’s important to them? What’s not important to them? And why? And given …
Identifying meaning in context: VPECS and VPEC-T Read more »
What frameworks do we need to make sense of relationships, interdependencies and dynamics across the the whole of an enterprise? This is the third of five worked-examples of metaframeworks in practice – on how to hack and ‘smoosh-together’ existing frameworks to create …
Metaframeworks in practice, Part 3: Five Elements Read more »
Just how much are organisations themselves ‘their own worst enemy’ for the enterprise? Have been thinking about this one for quite a while, following up on some great conversations with Kevin Smith (of PEAF fame) and Nigel Green (of VPEC-T …
[Updated to incorporate changes suggested by Nigel Green in the first comment in the comments-section below.] A great conversation last night with Nigel Green, originator of the VPEC-T frame to elicit requirements and other concerns in enterprise-architecture and business-change design. …
Last night, I am very pleased to say, I completed my new book Mapping the Enterprise: modelling the enterprise as services with the Enterprise Canvas – just in time, I hope, to have printed copies available in hand at the …
This one’s for Nigel Green, who asked for ‘war stories’ on his VPEC-T framework. (VPEC-T is an acronym for ‘Values, Policies, Events, Content, Trust’, a very useful frame for assessing flows and transactions in enterprise-architectures.) This isn’t a ‘war story’ as …