♟️Strategic Management: Agility (Just the Quotes)

"An enterprise architecture can be thought of as a 'blueprint' or 'picture' which assists in the design of an enterprise. The enterprise architecture must define three things. First, what are the activities that an enterprise performs? Second, how should these activities be performed? And finally, how should the enterprise be constructed? Consequently, the architecture being developed will identify the essential processes performed by a virtual company, how the virtual company and the agile enterprises involved in the virtual company will perform these processes, and include a methodology for the rapid reconfiguration of the virtual enterprise." (William Barnett et al, "An architecture for the virtual enterprise", Systems, Man, and Cybernetics, 1994)

"An Enterprise Architecture is a dynamic and powerful tool that helps organisations understand their own structure and the way they work. It provides a ‘map’ of the enterprise and a ‘route planner’ for business and technology change. A well-constructed Enterprise Architecture provides a foundation for the ‘Agile’ business." (Bob Jarvis, "Enterprise Architecture: Understanding the Bigger Picture - A Best Practice Guide for Decision Makers in IT", 2003)

"Many problems stem from a premature attempt at scaling Agile within the organization. The nature of the transformation is such that it is unrealistic to plan upfront for an 18-month organization-wide change program to go from status quo to continuous delivery. People try nevertheless, and when the outcomes don’t materialize, they say Agile doesn’t work." (Sriram Narayan, "Agile IT Organization Design: For Digital Transformation and Continuous Delivery", 2015)

"There is common but flawed notion in enterprise IT circles that maintenance work requires less skill than full-scale development. As a result, project sponsors looking to reduce cost opt for a different team of lower-cost people for maintenance work. This is false economy. It hurts the larger business outcome and reduces IT agility." (Sriram Narayan, "Agile IT Organization Design: For Digital Transformation and Continuous Delivery", 2015)

"Agile is more a 'direction', than an 'end'. Transforming to Agile culture means the business knows the direction they want to go on." (Pearl Zhu, "Digital Agility: The Rocky Road from Doing Agile to Being Agile", 2016)

"Organizations that rely too heavily on org charts and matrixes to split and control work often fail to create the necessary conditions to embrace innovation while still delivering at a fast pace. In order to succeed at that, organizations need stable teams and effective team patterns and interactions. They need to invest in empowered, skilled teams as the foundation for agility and adaptability. To stay alive in ever more competitive markets, organizations need teams and people who are able to sense when context changes and evolve accordingly." (Matthew Skelton & Manuel Pais, "Team Topologies: Organizing Business and Technology Teams for Fast Flow", 2019)

"Some folks think that Agile is about going fast. It’s not. It’s never been about going fast. Agile is about knowing, as early as possible, just how screwed we are." (Robert C Martin, "Clean Agile: Back to Basics", 2019) 

"Data architects often turn to graphs because they are flexible enough to accommodate multiple heterogeneous representations of the same entities as described by each of the source systems. With a graph, it is possible to associate underlying records incrementally as data is discovered. There is no need for big, up-front design, which serves only to hamper business agility. This is important because data fabric integration is not a one-off effort and a graph model remains flexible over the lifetime of the data domains." (Jesús Barrasa et al, "Knowledge Graphs: Data in Context for Responsive Businesses", 2021)