Picture this scenario: You are brimming with excitement as you start your engagement with a brand-new client - a client who had persuasively spoken to you their company’s capability-driven approach to architecture and its commitment to building a Business Architecture competency. A client who, in preliminary discussions, had emphasized their urgent need for seasoned experts (such as yourself) to guide the more junior Business Architects. The importance of personal leadership and of having the requisite fortitude to stand by your recommendations had been emphasized. (Your certainly don’t lack either of these traits). The existence of some challenges might have been mentioned. (But what reality is that where there are no challenges...?)
While you rub your hands in satisfaction, content that the universe has finally brought you in touch with a client who “gets” Business Architecture, some minor feelings of unease may poke at your subconscious. Still, you let it all wash away, the slight anxiety and the second thoughts, because you are experienced and well-regarded and therefore in control…
Let me stop the trailer right here and point out several potential red flags in this scenario:
If you find yourself in this situation and you truly love a good challenge (which is such a sine qua non for Business Architects that I am not even giving it its own heading in this posting) - what are the three qualities that you absolutely must have to successfully deliver on your engagement?
1. Depth of Experience
The Business Architecture discipline is layered enough that you should be prepared to wear multiple hats. In my practice, I have seen at least five fairly distinct specialties that are required to make up a good Business Architecture team – and you may be called upon to fill any or all of them:
2. Range (and willingness to cross boundaries!)
Next, while you diligently take apart the organization’s business strategy and performance goals, assess and document capabilities and generally labor to get your arms around the current state – word will get around that you have knowledge of how to tie together domains hitherto managed in isolation from each other. Soon you can expect to find yourself co-opted to help out with expertise in high-visibility areas such as:
3. The Right Attitude
As with most things in life, attitude matters – a lot. As Business Architects, our job is to uncover questions and to help the organization collectively discover the answers. This requires us to approach our work with inquisitiveness and healthy curiosity, but also with a certain dose of humility.
So, whichever role you play on any given day – if that does not seem to fit perfectly within the Business Architecture pantheon, take a deep breath. You are helping your client build the array of capabilities which make future growth possible. Your journey as a Business Architect is woven into the organization’s business transformation journey, so enjoy the ride and your part in making it happen.
*Serge Thorn, 2011, “Are Business Process Management and Business Architecture a perfect match?”, https://blog.opengroup.org/2011/09/21/are-business-process-management-an..., The Open Group
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