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The Main Characters
The Main Characters
The main characters of this journey include a collection of individuals who are either on the IT or business side, as well as some that straddle both, such as the new hybrids of “technology savvy business people” and “business savvy IT people” that cross what is often that demilitarized zone that exists between pure business and pure IT. Among them are characters within Enterprise Architecture for which proper names have not yet been established. We will identify these newly established characters as we address the need for architectural disciplines that must span the company horizontally across geographic locations and lines of business. That said, there are also several characters that many of us are already familiar with, such as the Chief Information Officer (CIO), Chief Enterprise Architect (CEA), and the heads of Auditing, Legal, Legal Compliance, Regulatory Compliance, HR Compliance, and IT Compliance. A couple of recently emerging ones also include the Chief Data Officer (CDO), which has been created to confront the challenges such as navigating the approval process to source data from disparate lines of business, and the Chief Customer Officer (CCO), which has been established to focus on customer-related strategies, such as providing an overall better customer experience than does the competition. It is also important to recognize the way that various stakeholders approach their roles. As examples: n
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CIOs tend to think and communicate in terms of expense areas providing automation services, application stacks that support business capabilities and lines of business, as well as strategic objectives and resource consumption relative to meeting those objectives, CEAs tend to think and communicate in terms of technology stacks and infrastructure, as well as application development team governance, standards, and data landscape complexity, CDOs tend to think and communicate in terms of business intelligence platforms and use cases, as well as data quality and master data management, and CCOs tend to think and communicate in terms of customer retention, emerging markets, designing the end-to-end customer experience, and understanding the cause of customer complaints and customer behaviors.
The main characters of this journey include a collection of individuals who are either on the IT or business side, as well as some that straddle both, such as the new hybrids of “technology savvy business people” and “business savvy IT people” that cross what is often that demilitarized zone that exists between pure business and pure IT. Among them are characters within Enterprise Architecture for which proper names have not yet been established. We will identify these newly established characters as we address the need for architectural disciplines that must span the company horizontally across geographic locations and lines of business. That said, there are also several characters that many of us are already familiar with, such as the Chief Information Officer (CIO), Chief Enterprise Architect (CEA), and the heads of Auditing, Legal, Legal Compliance, Regulatory Compliance, HR Compliance, and IT Compliance. A couple of recently emerging ones also include the Chief Data Officer (CDO), which has been created to confront the challenges such as navigating the approval process to source data from disparate lines of business, and the Chief Customer Officer (CCO), which has been established to focus on customer-related strategies, such as providing an overall better customer experience than does the competition. It is also important to recognize the way that various stakeholders approach their roles. As examples: n
n
n n
CIOs tend to think and communicate in terms of expense areas providing automation services, application stacks that support business capabilities and lines of business, as well as strategic objectives and resource consumption relative to meeting those objectives, CEAs tend to think and communicate in terms of technology stacks and infrastructure, as well as application development team governance, standards, and data landscape complexity, CDOs tend to think and communicate in terms of business intelligence platforms and use cases, as well as data quality and master data management, and CCOs tend to think and communicate in terms of customer retention, emerging markets, designing the end-to-end customer experience, and understanding the cause of customer complaints and customer behaviors.