Designer for several Fortune 100 business. Each one of these business had more than a couple of things in common that I believe might get at the essence of the issue.As an Enterprise Architect, I knew that I had a fiduciary task to ensure delivery of better company outcomes. I followed the wonderful guidance that Gartner offered most of the time. Yes, I said the majority of. What was I doing at all of those other times? I will categorize the time I invested on dealing with non-strategic activities for purposes of category as compensating behavior.For me, the compensating behaviors can be found in a few flavors. Who do you believe gets employed a culture of IT offshoring when there is a production interruption in a Java application and the offshore”talent”
is simply too green to understand exactly what to do? Was it a true blessing or a curse that I simply happen to be a rock star Java developer as well?As an Enterprise Architect, I took pride in not simply interacting with business however in really knowing business more than bulk of my IT brethren. Again, IT offshoring reduced the headcount of IT employees that understood the organisation and
those who have actually been around the companies their entire career. The weight of organizational knowledge of IT ecosystems in many companies fall on the business architecture group in a way that isn’t really acknowledged in either job descriptions, RACI diagrams or even at annual efficiency review time.I do not think my profession experiences are drastically different from what other Enterprise Architecture practitioners have also experienced. I would like to collect a mutually-exclusive, entirely exhaustive list of compensating behaviors that others are seeing and/or experiencing
such that as a Gartner analyst, I can encourage and coach at another level on how to move enterprise architecture groups from good to great.What you are seeing when it comes to compensating behaviors?
Provided by: Architecture & Design