- Taschenbuch: 226 Seiten
- Verlag: Technics Publications, LLC (7. Oktober 2010)
- Sprache: Englisch
- ISBN-10: 1935504088
- ISBN-13: 978-1935504085
- Größe und/oder Gewicht: 14 x 1,3 x 21,6 cm
- Durchschnittliche Kundenbewertung: Schreiben Sie die erste Bewertung
- Amazon Bestseller-Rang: Nr. 504.186 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
recrEAtion: Realizing the Extraordinary Contribution of Your Enterprise Architects (Take It With You) (Englisch) Taschenbuch – 7. Oktober 2010
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Potts weaves another story of drama and intrigue which is a must read for any CEO or Enterprise Architect looking to design a business to achieve sustainable performance. As Enterprise Architects continue to discover their relevance and value-add, Potts lives up to his reputation by interrupting with a dose of common sense and challenging insights which will make business leaders pause and reflect.
Senior Vice President and CIO, LeasePlan Corporation
Just as the CIO has gained new responsibilities for more closely extracting business value from IT investments, the Enterprise Architect has acquired new and more strategic responsibilities for designing architectures which must also add value to the business. Chris Potts has once again laid out a needed roadmap for another critical IT function as it transitions from purely infrastructure design to a strategic executive partnership, advising the top management team on the shape and evolution of the architecture for the enterprise. It is his advice that comes none too soon as budgets are constantly decreasing, and we face increasing pressure from the creative destructive power of technological evolution. And Chris does it in his inimical story-telling approach that makes the comprehension of the concepts so accessible and fun. You feel like you are reading a thriller soon to be made into a movie. The book should be required reading for the CEO and all members of the executive team. Bravo, Chris!
Dr. Andres Fortino
Associate Provost for Corporate Graduate Programs
Industry Professor of Technology Management
Polytechnic Institute of New York University
RecrEAtion, Potts' much-anticipated follow-up to fruITion, is second to none. Through a brilliant story as told by Simon the enterprise architect, Potts conveys the important message that an enterprise needs an enterprising and architecting culture to be successful as a coherent business. Architects in all sectors should read this book.
Dr. John Gotze
Chief Editor, Journal of Enterprise Architecture, Partner, EA Fellows, and Founder, International Enterprise Architecture Institute
Über den Autor und weitere Mitwirkende
Chris is a corporate strategist, a mentor to CIOs and Enterprise Architects, an award-winning speaker and writer. He specializes in strategies for investing in change and exploiting Information Technology, and is the author of fruITion and now the sequel recrEAtion. He delivers seminars and keynote speeches around the world, on how companies use Enterprise Architecture to drive business innovation and performance.
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The author definitely takes some artistic license with the pace at which things happen -- Simon accomplishes in one around-the-world trip to various business units what would in reality take months or years along with a lot more planning and finesse than Simon has at his command. But the book is not meant to be especially believable - it's meant to be enlightening and instructive, and that it is, in spades. It's also a book you can read in an afternoon. I highly recommend it.
The book is well written and the author actually manages to communicate information in rather dramatic conversations that carry the reader forward quickly, as a novel is expected to do. As I started into the first chapter, the protagonist, Simon, a British enterprise architect, newly hired by a US company, arrived at the New York headquarters of the firm for his first day of work. His new boss, the Chief Technology Officer of the firm, took him to meet the CEO. Simon's initial conversation with the CTO and then the CEO convinced me that at least my first assumption was correct. Simon believed he was there to figure out how he could develop a good technology map of the new firm. He told the CTO about his disappointment with his last firm that had moved Enterprise Architecture to the Strategy group, and wondered aloud about business executives who think they understand IT well enough to really make Enterprise Architecture decisions.
This went on just long enough, and was believable enough, that I was about to put the novel down, when, during the second CEO interview, his boss explained that he was the Enterprise Architect of the company, but he would be glad to have Simon's assistance. The CEO could have been a former IT executive, but in fact he wasn't. He simply meant what he said: The CEO is responsible for structuring the organization, determining goals, and deciding what kinds of investment to make. To deliver on his promise, a week later the CEO asked Simon to accompany him on a trip to visit the Tokyo subsidiary with him. And, once on the plane, he gave Simon the financials of the subsidiary and asked him what he thought their problems were. This would be an interesting test for any Enterprise Architect - give the architect the operating results shown on page 48 of RecrEAtion and see what he or she would make of them. Simon probably showed more knowledge than most would when and reformatted the various numbers into two ratios: Revenue/Dollar of Operating Cost, and Profit/Completed Transaction. Without looking at these ratios, since the gross numbers kept going up, one probably wouldn't have noticed that both had peeked and were beginning to slowly decline. The productivity and profitability of the Tokyo subsidiary was going down, even as their gross income continued to grow. This is the point where I grabbed by Financial Management textbook and started doing some subsidiary reading.
The analysis of ratios is, of course, something that is taught in every MBA program and it is the heart and soul of what bankers do when they think about leading money to a business entity. Rarely, however, do financial analysts follow through from specific ratios to an analysis of business performance problems and then to specific suggestions about how to improve business processes.  That's exactly what Simon's CEO proceeded to do. Simon became so flustered that his CEO stopped their discussion, and told Simon that the choice was his: Did Simon want to come with the CEO to meet the Japanese CEO and talk about the performance of the subsidiary and its "architectural problems," or would Simon prefer to meet with the Japanese firm's IT head and discuss their IT systems? After a bit of hesitation, Simon elected to meet with the CEOs and thus begin his real career as an Enterprise Architect.
At another point, when Simon was trying to explain to his CEO what he did, he mentioned that he put quite a bit of emphasis on business processes. The CEO said that he did too - but primarily on the customer's process. This threw Simon, who explained that this was the inverse of the way he was used to thinking about process. As someone who focuses primarily on process, I was impressed. Focusing on customer processes is cutting edge thinking among process specialists. Many of the process professionals I know wouldn't have known exactly what the CEO was talking about, even though the ideas have been getting more and more attention in process circles since at least 2005. 
RecrEAtion is full of interesting ideas like the ones I have mentioned. I found myself making notes and pulling other books off the shelf in an effort to understand the implications of the ideas being presented. Simon ends up going to several different subsidiaries, discovering new performance measures, and gradually developing a methodology that relies on a high-level performance analysis as a way to diagnose problems and suggest solutions. RecrEAtion describes Enterprise Architecture as it ought to be practiced. Enterprise Architecture should be grounded in an analysis of the business, its current performance, and the relationship between its business processes and its performance. One ought to proceed to technology only in order to better understand or to improve those business processes. Unfortunately this isn't what typically happens, although to be fair, few Enterprise Architects have a CEO as bright and flexible as Simon's fictional bass. (Certainly one good way to use this book is to give copies to the business executives you work with.)
This is an important book. Although I'd hardly recommend it as a novel, it is a fast and dramatic way to present some important ideas, it works quite well. But what I really like, however, is the way it introduces and supports the idea that Enterprise Architects should be primarily focused on the performance of the firm. They should be positioned to help the CEO organize and then improve the company. The technical details, like the ratios used to analyze process performance, are interesting, as is the methodology that is developed in this book - but more than anything else, this book represents an inspired effort to define the role of the Enterprise Architect. If you are an Enterprise Architect, or someone who has to manage one, and can only read one book about Enterprise Architecture this year, make it Chris Potts RecrEAtion. It will certainly make you think, and it just might change your idea of what Enterprise Architecture is all about.
Paul Harmon is the Executive Editor of [...]
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