I’ve written before on the importance of an enterprise architecture, but during the engagement that is driving this series of articles (Notes from the Field), it has come to my attention that this topic really needs to be revisited. I’m going to cover some topics I’ve written about before, and in a later post I’ll fold in some content on developing an enterprise architecture. This will tie together with another article I’m working on with the principles and design rules for my customer’s new adaptive/extended enterprise. Thanks for bearing with me.
Articles Tagged with Agility
I just returned from a week in Las Vegas at AWS re:Invent, Amazon Web Services’ annual conference. I have either attended or watched the live stream every year for the past several years, and I am continually amazed at the number of new services and features that AWS cranks out annually. During the course of each year, I keep reading about how the other public cloud providers are gaining ground on AWS. However, I am not seeing that. Amazon is dominating with large enterprises and Fortune 500 companies. Many of the big wins from the other cloud providers are in companies looking at multicloud strategies or targeting specific workload types (e.g., Google for big data workloads).
In my current engagement, there has been a lot of talk lately about “future-proofing” the overall organization. I find this puzzling, because the basic definition of that term has not been identified. As the economy becomes increasingly connected, this customer stands at the threshold where the fundamental processes of value exchange are being transformed. The sheer abundance of information has led to a surfeit of alternatives for consumers and has reversed the signaling mechanisms that influence the very nature of supply and demand.
I stated in my last article that an adaptive enterprise—or, as this customer likes to call it now, an extended enterprise—is built, not bought. It is a transformational process, and every enterprise arrives at the task of transforming itself with a different history and different goals, priorities, and needs.
This Field Notes series chronicles my experiences with a major transformation project I’ve been involved in for the past eighteen months. I have worked on almost every aspect of this project, from application rationalization to portfolio management to reconstructing business processes and aligning and synchronizing IT with the business.
In my continual quest for knowledge and current news about virtualization and cloud computing, Deirdre Mahon’s article “Cost or agility: What is cloud’s true purpose?” caught my attention. I’d like to address the same cost or agility theme, but focus in on private clouds instead of the public cloud. My assessment is based on a more specific scenario, in which a company or corporation has presented its business units with the option of utilizing a shared infrastructure, in addition to the option of the public clouds that are readily available in the current technology marketplace.