In my first blog on this site, ‘For What It’s Worth’, I referred to Ross Button’s Scatter Architecture.
Great theories come in two sorts: the type that is so fundamentally foreign to one’s existing worldview that it’s a major effort to get your head round it (think Special Relativity here); and the type that is so staringly obvious that you can’t believe you didn’t think of it yourself – but you didn’t.
These are dark times, let’s face it. We’re still deep in the worst economic depression since the 1930’s and the number of people one knows personally who are directly hit by it just increases.
The rate of change, the number of sources of change and the impact of change are at an unprecedented level in human history. Has it now reached such a pitch that change itself is a paradigm changing phenomenon, regardless of the content of the change?
I’ve seen quite a few discussions over the last couple of years about whether enterprise architecture (EA) is amenable to disciplined, rigorous methods – sometimes described as a scientific approach. A lot of what I’ve seen strikes me as anything but scientific.
This site nearly got called The Hitchhiker’s Guide To The Enterprise. My admiration for Douglas Adams only seems to increase with the years. Now he’s provided me with inspiration for the second blog in a row.
We live in a world where the rate of change, the sources of change and the potential impact of change is greater than it ever was before. Strategic decisions have to be taken in the face of a considerable degree of uncertainty, so we have to learn the art of building the management of uncertainty into our strategies.