icehusk blog

Three foundational attributes for  crowdsourcing within enterprises 1. Culture of cross BU collaboration measurable and encouraged at all levels 2. Flexible bandwidth of 20% of people's time that can be spent on unassigned projects backed with rewards and recognition 3. Playpen Cloud environment for exploration of cross-BU and partner solution portfolio leading to an enterprise app store of sorts Organisations look outside for talent and seldom recognise the importance of bringing about an internal mindshift. Enterprise Social have now entered and are making new friends as extensions to the work life we knew thus far. Not to mention these networks are able to provide people easy access on mobile devices. This is an amazing opportunity for business leaders with a captive talent pool. Some ideas icehusk is exploring include: Idea generation Solution factories Employee engagement Intrapreneurship Knowledge pooling Cross LOB collaboration

An interesting interplay of Constraints and Decisions occur when an Enterprise Architect navigates through the Business, Data, Application and Technology architecture domains.  Picture this: While there is plenty of options, business wants to bet on a certain horse for competitive advantage. A Decision and an initial Constraint are created. This is a decision articulated by a Business Architect. (the suffix is optional. it could be your business head making this decision). E.g., Go Public cloud for B2B processes The Business Architecture (BA) decision acts as a 'constraint' for the data architect who then makes business Data decisions within this boundary without compromising architectural viewpoints. E.g., Public and Transaction data goes on the public cloud; Private and Sensitive data in a Private cloud. Likewise, an Application Architect (AA) ensures alignment to constraints above and makes decisions among the business application options without compromising on a...

AaaS (Anything as a Service) models in my experience do not currently have a one size fits all to the operating model choices and decisions. Typically it transforms all current management processes: capex to opex change to start with. People, process, data and tools are the major classifications I'd look at. Clients are dealing with a lot of choices just as it is with choosing between 100's of choices in cereals at the super market. For the time being though I expect they enjoy the abundance but likely they are making their future lives harder. Complexity, risk and redundancy are building rapidly in their hybrid environments. For technologists it's both an opportunity and a challenge.