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EA as an Organizational Capability: Breaking Through the Glass Ceiling
Cutter Consortium, March 2010
There is an increasing realization that EA cannot work in technological isolation but must work collaboratively as a capability within the culture of the organization. The EA team should act as one - albeit key - cog in the organizational engine with the overall goal of improving the effectiveness of the business itself.
The new report EA as an Organizational Capability: Breaking Through the Glass Ceiling by Paul Allen examines the critical success factors required for transition to a new model for EA. You'll learn how to integrate the EA function within the broader picture of demand management, software delivery, IT service management, governance, and external providers; communicate the vision and purpose of EA using accessible graphical techniques such as iconic maps; and avoid the bureaucracy that can sometimes be a part of EA.
You'll explore why so many firms that have embraced EA at an IT level have failed to break through what seems to be an intangible but very real obstacle: the glass ceiling that has proved to be a barrier to the realization of true business benefits. And you'll gain strategies for overcoming four key EA challenges that will help you break through this glass ceiling:
1. Articulating the value proposition
2. Dealing with organizational context
3. Communicating abstract and complex ideas in a simple, effective way
4. Measuring the value of EA as an organizational capability and achieving business outcomes
Ensure your EA program achieves solid business outcomes that cement its place in the business plans.
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