"The decision which achieves organization objectives must be both (1) technologically sound and (2) carried out by people. If we lose sight of the second requirement or if we assume naively that people can be made to carry out whatever decisions are technically sound we run the risk of decreasing rather than increasing the effectiveness of the organization." (Douglas McGregor, "The Human Side of Enterprise", 1960)
"Technological invention and innovation are the business of engineering. They are embodied in engineering change." (Daniel V DeSimone & Hardy Cross, "Education for Innovation", 1968)
"Above all, innovation is not invention. It is a term of economics rather than of technology. [...] The measure of innovation is the impact on the environment. [...] To manage innovation, a manager has to be at least literate with respect to the dynamics of innovation." (Peter F Drucker, "People and Performance", 1977)
"No matter how high or how excellent technology may be and how much capital may be accumulated, unless the group of human beings which comprise the enterprise works together toward one unified goal, the enterprise is sure to go down the path of decline." (Takashi Ishihara, Cherry Blossoms and Robotics, 1983)
"With the changes in technological complexity, especially in information technology, the leadership task has changed. Leadership in a networked organization is a fundamentally different thing from leadership in a traditional hierarchy." (Edgar Schein, "Organizational Culture and Leadership", 1985)
"[Computer and other technical managers] must become business managers or risk landing on the technological rubbish heap." (Jim Leeke, PC Week, 1987)
"The major problems of our work are not so much technological as sociological in nature. Most managers are willing to concede the idea that they’ve got more people worries than technical worries. But they seldom manage that way. They manage as though technology were their principal concern. They spend their time puzzling over the most convoluted and most interesting puzzles that their people will have to solve, almost as though they themselves were going to do the work rather than manage it. […] The main reason we tend to focus on the technical rather than the human side of the work is not because it’s more crucial, but because it’s easier to do." (Tom DeMarco & Timothy Lister, "Peopleware: Productive Projects and Teams", 1987)
"The obsession with methodologies in the workplace is another instance of the high-tech illusion. It stems from the belief that what really matters is the technology. [...] Whatever the technological advantage may be, it may come only at the price of a significant worsening of the team's sociology." (Tom DeMarco & Timothy Lister, "Peopleware: Productive Projects and Teams", 1987)
"[...] technology always fosters radical social change." (Neil Postman, "Conscientious Objections", 1988)
"In a world where routine production is footloose [...] competitive advantage lies not in one-time breakthroughs but in continual improvements. Stable technologies get away." (Robert Reich, "Tales of a New America: The Anxious Liberal's Guide to the Future", 1988)
"Now that knowledge is taking the place of capital as the driving force in organizations worldwide, it is all too easy to confuse data with knowledge and information technology with information." (Peter Drucker, "Managing in a Time of Great Change", 1995)
"The presence of an enterprise reference architecture aids an enterprise in its ability to understand its structure and processes. Similar to a computer architecture, the enterprise architecture is comprised of several views. The enterprise architecture should provide activity, organizational, business rule (information), resource, and process views of an organization." (Joseph Sarkis et al, "The management of technology within an enterprise engineering framework", Computers & Industrial Engineering, 1995)
"Commonly, the threats to strategy are seen to emanate from outside a company because of changes in technology or the behavior of competitors. Although external changes can be the problem, the greater threat to strategy often comes from within. A sound strategy is undermined by a misguided view of competition, by organizational failures, and, especially, by the desire to grow." (Michael E Porter, "What is Strategy?", Harvard Business Review, 1996)
"Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles." (John P Kotter, "Leading Change", 1996)
"Most managers are not capable of making decisions involving complex technological matters without helplots of it. [...] The finest technical people on the job should have dual role: doing technical work and advising management." (Philip W Metzger & John Boddie, "Managing a Programming Project: People and Processes", 1996)
"You can’t judge the significance of strategic inflection points by the quality of the first version. You need to draw on your experience [...] you must discipline yourself to think things through and separate the quality of the early versions from the longer-term potential and significance of a new product or technology." (Andy Grove, 1996)
"Issues of quality, timeliness and change are the conditions that are forcing us to face up to the issues of enterprise architecture. The precedent of all the older disciplines known today establishes the concept of architecture as central to the ability to produce quality and timely results and to manage change in complex products. Architecture is the cornerstone for containing enterprise frustration and leveraging technology innovations to fulfill the expectations of a viable and dynamic Information Age enterprise." (John Zachman, "Enterprise Architecture: The Issue of The Century", 1997)
"The Enterprise Architecture is the explicit description of the current and desired relationships among business and management process and information technology. It describes the 'target' situation which the agency wishes to create and maintain by managing its IT portfolio." (Franklin D Raines, 1997)
"Enterprise architecture is a family of related architecture components. This include information architecture, organization and business process architecture, and information technology architecture. Each consists of architectural representations, definitions of architecture entities, their relationships, and specification of function and purpose. Enterprise architecture guides the construction and development of business organizations and business processes, and the construction and development of supporting information systems." (Gordon B Davis, "The Blackwell encyclopedic dictionary of management information systems", 1999)
"Enterprise architecture is a holistic representation of all the components of the enterprise and the use of graphics and schemes are used to emphasize all parts of the enterprise, and how they are interrelated. [...] Enterprise architectures are used to deal with intra-organizational processes, interorganizational cooperation and coordination, and their shared use of information and information technologies. Business developments, such as outsourcing, partnership, alliances and Electronic Data Interchange, extend the need for architecture across company boundaries." (Gordon B Davis," The Blackwell encyclopedic dictionary of management information systems", 1999)
"The business changes. The technology changes. The team changes. The team members change. The problem isn't change, per se, because change is going to happen; the problem, rather, is the inability to cope with change when it comes." (Kent Beck, Extreme Programming Explained, 2000)
"Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare." (Patrick Lencioni, "The Five Dysfunctions of a Team: A Leadership Fable", 2002)
"An Enterprise Architecture is a dynamic and powerful tool that helps organizations 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)
"Normally an EA takes the form of a comprehensive set of cohesive models that describe the structure and functions of an enterprise. An important use is in systematic IT planning and architecting, and in enhanced decision-making. The EA can be regarded as the ‘master architecture’ that contains all the subarchitectures for an enterprise. The individual models in an EA are arranged in a logical manner that provides an ever-increasing level of detail about the enterprise: its objectives and goals; its processes and organisation; its systems and data; the technology used and any other relevant spheres of interest." (Bob Jarvis, "Enterprise Architecture: Understanding the Bigger Picture - A Best Practice Guide for Decision Makers in IT", 2003)
"You need a very product-oriented culture, even in a technology company. Lots of companies have tons of great engineers and smart people. But ultimately, there needs to be some gravitational force that pulls it all together. Otherwise, you can get great pieces of technology all floating around the universe." (Steve Jobs, Newsweek, 2004)
"An enterprise architecture is a blueprint for organizational change defined in models [using words, graphics, and other depictions] that describe" (in both business and technology terms) how the entity operates today and how it intends to operate in the future; it also includes a plan for transitioning to this future state." (US Government Accountability Office, "Enterprise Architecture: Leadership Remains Key to Establishing and Leveraging Architectures for Organizational Transformation", GAO-06-831, 2006)
"Businesses are themselves a form of design. The design of a business encompasses its strategy, organizational structure, management processes, culture, and a host of other factors. Business designs evolve over time through a process of differentiation, selection, and amplification, with the market as the ultimate arbiter of fitness [...] the three-way coevolution of physical technologies, social technologies, and business designs [...] accounts for the patterns of change and growth we see in the economy." (Eric D Beinhocker, "The Origin of Wealth. Evolution, complexity, and the radical remaking of economics", 2006)
"Enterprise architecture is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of a company's operation model. […] The key to effective enterprise architecture is to identify the processes, data, technology, and customer interfaces that take the operating model from vision to reality." (Jeanne W Ross et al, "Enterprise architecture as strategy: creating a foundation for business", 2006)
"Most dashboards fail to communicate efficiently and effectively, not because of inadequate technology" (at least not primarily), but because of poorly designed implementations. No matter how great the technology, a dashboard's success as a medium of communication is a product of design, a result of a display that speaks clearly and immediately. Dashboards can tap into the tremendous power of visual perception to communicate, but only if those who implement them understand visual perception and apply that understanding through design principles and practices that are aligned with the way people see and think." (Stephen Few, "Information Dashboard Design", 2006)
"Enterprise architecture is the process of translating business vision and strategy into effective enterprise change by creating, communicating and improving the key requirements, principles and models that describe the enterprise's future state and enable its evolution. The scope of the enterprise architecture includes the people, processes, information and technology of the enterprise, and their relationships to one another and to the external environment. Enterprise architects compose holistic solutions that address the business challenges of the enterprise and support the governance needed to implement them." (Anne Lapkin et al, "Gartner Clarifies the Definition of the Term 'Enterprise Architecture", 2008)
"Synergy occurs when organizational parts interact to produce a joint effect that is greater than the sum of the parts acting alone. As a result the organization may attain a special advantage with respect to cost, market power, technology, or employee." (Richard L Daft, "The Leadership Experience" 4th Ed., 2008)
"Implementing new systems provides organizations with unique opportunities not only to improve their technologies, but to redefine and improve key business processes. Ultimately, for organizations to consider these new systems successes, the post-legacy environment must ensure that business processes, client end users, and systems work together." (Phil Simon, "Why New Systems Fail: An Insider’s Guide to Successful IT Projects", 2010)
"Thorough rethinking of all business processes, job definitions, management systems, organizational structure, work flow, and underlying assumptions and beliefs. BPR’s main objective is to break away from old ways of working, and effect radical" (not incremental) redesign of processes to achieve dramatic improvements in critical areas" (such as cost, quality, service, and response time) through the in-depth use of information technology." (Elvira Rolón, "Healthcare Process Development with BPMN", 2010)
"Enterprise Architecture presently appears to be a grossly misunderstood concept among management. It is NOT an Information Technology issue. It is an ENTERPRISE issue. It is likely perceived to be an Information Technology issue as opposed to a Management issue for two reasons: (1) Awareness of it tends to surface in the Enterprise through the Information Systems community. (2) Information Technology people seem to have the skills to do Enterprise Architecture if any Enterprise Architecture is being or is to be done." (John A Zachman, 2011)
"The field of big-data analytics is still littered with a few myths and evidence-free lore. The reasons for these myths are simple: the emerging nature of technologies, the lack of common definitions, and the non-availability of validated best practices. Whatever the reasons, these myths must be debunked, as allowing them to persist usually has a negative impact on success factors and Return on Investment (RoI). On a positive note, debunking the myths allows us to set the right expectations, allocate appropriate resources, redefine business processes, and achieve individual/organizational buy-in." (Prashant Natarajan et al, "Demystifying Big Data and Machine Learning for Healthcare", 2017)
"Standardize technology so that you may accumulate technology organically in your company." (Kaoru Ishikawa)
"The fact that standards are not revised demonstrates that your technology has stopped progressing." (Kaoru Ishikawa)
"You cannot standardize or control effectively without intrinsic technology." (Kaoru Ishikawa)
"Enterprise Architecture is not a method, principle or doctrine – It is a way of thinking enabled by patterns, frameworks, standards etc. essentially seeking to align both the technology ecosystem and landscape with the business trajectory driven by both the internal and external forces." (Daljit R Banger)
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