The Leonardo Blog

The purpose of this post is not to be exhaustive when it comes to list the widely discussed enterprise architecture (EA) success factors (like the need for C-level management support, or the necessity to remain consistent with an industry framework like TOGAF), nor is it to justify why architecture should be an essential asset1 of any organisation. Rather, it is to look at four important aspects that are essential to understand the nature of the capability that makes EA actionable, and to prepare for the challenges.

Too often, the theory, practice and aspirations of process-based management are reduced just to process modeling. A stated intent in some organizations is that “we will model all of our processes”, and this is said as though achievement of this goal would solve some serious business problem. In reality, there is never a business problem called “we don’t have enough process models”, and an inappropriate focus on modeling severely handicaps the achievement of genuine process management. Why model processes? There are four general purposes for process modeling: document, understand, improve, automate.