Abstract
If you have been involved in an Agile transformation, you have likely seen the struggle to implement Cadence and Sync. This ability to deliver in Cadence and Sync means that usable Features can be deployed within Value Streams and ultimately across Value Streams. Without Cadence and Sync, Alignment through short feedback loops will halt. And without the fast feedback loops, the dream of Business Agility flies out the window.
A huge obstacle to reaching the Alignment is the legacy structure, including supporting systems. Especially in large organizations that produce complex products, the development of supporting systems is a challenge. Regardless of well you succeed in Agile abilities, the tale of legacy is far too long to be organized around value with effective Development Value streams that can execute in cadence and sync.
While the whole world is talking about Digitalization and the Fourth Industrial Revolution where Value Networks have an entirely different shape and scope.
An Enterprise Macro Structure overlays business ideas and the formation of business units and their interfaces to external parties.
A strategic obs” with collaboration on the right level
Isolate failure
Understand business drivers
Separate compliance responsibility
Summary
References
https://www.pega.com/insights/articles/applying-microservices-principles-your-business-architecture
https://en.wikipedia.org/wiki/Organizational_architecture
https://en.wikipedia.org/wiki/Federated_architecture
Old
Large organizations that produce complex products, naturally have the biggest challenges. Over time, their supporting systems that enable operations have become a legacy that heavily interferes with Business Agility. Regardless of excellency in transforming into Lean-Agile development, the burden of the legacy structure is a strategic obstacle that inhibits execution in cadence and synchronization. Thus, removing the benefits of enabling short feedback cycles as the underlying idea in Lean and Agile.
The enterprises that have been around for a while, normally have plenty of legacies, both technical and structural. The legacy is hindering business agility because the systems are not designed for the complex area of digital services.
Enterprise and business architecture frameworks offer little support for the high-level models needed. The frameworks seldom cover strategic relations and interfaces between entities within a corporate group.
At most companies, IT support for business processes has been cobbled together in a series of unrelated IT projects. Some projects build application silos; others link them together. The result is a highly inflexible IT architecture. Most IT and business executives agree that a more modular architecture—where IT-enabled business processes are plug-and-play components that can be used to meet changing business demands—provides far more capability for companies to grow rapidly and profitably. But inflexible legacy systems and processes are impeding progress in building modular IT and business capabilities. Firms wanting to move toward a modular enterprise architecture face a multi-year evolutionary process.2 Building modular capabilities is a gradual process and is often slowed down by the tendency to invest in immediate business needs rather than long-term capabilities. As a consequence, few companies have achieved a modular IT and business environment.
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