Was first published in danish here
I have previously written about the IT industry as a place were empty words and promises lives well, and it is not entirely wrong. But when you are in an evidence-based health system, as I am, so will half intelligent methods/model and as we say in Denmark, sometimes long-haired solutions not supported by either the boardroom or among clinicians, not result in praise. Clinicians require evidence , and if they does not, then it might be because clinical practice has not been changed, we still deliver healthcare as we always have done and then there is no clinical effect. Power to paper and nothing more. So it is only when the clinicians want to discuss the change of healthcare, our IT system is having an effect. But then I bought the book :
Enterprise Architecture As strategy , Creating a Foundation for Business Execution (2006 )
where recommendations and conclusions are based on 15 years of study ( started in 1995) , and more than 200 companies participated , so perhaps there is something conclusive and robust in this book's recommendations . This makes it, if nothing else, extremely interesting in a IT contexts , as this kind of thoroughness is not seen often in our line of work.
The book I have read in the summer and it's about enterprise architecture . Not as a technical discipline, but as a managerial approach to strategy development. The book was written in 2006 by Jeanne W. Ross ( Principal Research Scientist. MIT ), Peter Weil ( director of CISR and MIT Sloan Senior Research Scientist ) and David C. Robertson ( Professor to IMD International).
The book describes how a company (hospital) create their Foundation for Business Execution . So a company's ability to execute / implement its key processes in a qualitatively high and reliable level . For this to happen, Ross, Weil and Robertson identifies three main areas a company must go through. You have to define and work with the following :
Enterprise Architecture (EA ) is defined as : "The organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the company’s operating model (p. 47). EA should describe the relationship between the key processes in a company with systems and data. The two areas IT and business are closely related , and the authors of the book emphasizes the importance of the IT solutions support business strategy. To facilitate the understanding of EA work they introduce a so-called core diagram representing an overall view of the architecture , with key processes, systems and data that support the selected Operation Model is shown.
IT engagement model is defined as : "” the system of governance mechanisms assuring that business and It projects achieve both local and company-wide objectives” (s. 118-119) . So a system of governance mechanisms , to ensure that projects achieve local and overall business objectives. Are you thinking Benefit Management - well you are not entirely wrong.
In addition to individual passages in the book that has a, for a Dane, a too straightforward message: " we know best " and " do as we recommend , then it will go well in life ," then the book is well documented and in a language that is fluent and understandable. The book does not bury you deep in technical terms, but focuses on the managerial and strategic planning of IT and EA , as well as how it can be seen in the context of a business strategy . The book is intended for IT managers who are interested in a method that shapes and frames their plan to align IT efforts and architecture , but it will also turn to students as the book's theoretical underpinnings are solid and well documented.
I would like to recommend the book, and with its 234 pages, it is a fast read for most people. I think it gives a breath of fresh air , introduce new ways and is probably close to something we in the IT industry , will call evidence-based . If nothing then only for that reason. Read the book - We owe it to patients, families and especially clinicians. The services and systems IT delivers , should at least be as evidence-based as those services our clinic supplies.
Enterprise Architecture as Strategy : Creating a Foundation for Business Execution Jeanne W. Ross, Peter Weill , and David Robertson, 2006 , Harvard Business School Press
I have previously written about the IT industry as a place were empty words and promises lives well, and it is not entirely wrong. But when you are in an evidence-based health system, as I am, so will half intelligent methods/model and as we say in Denmark, sometimes long-haired solutions not supported by either the boardroom or among clinicians, not result in praise. Clinicians require evidence , and if they does not, then it might be because clinical practice has not been changed, we still deliver healthcare as we always have done and then there is no clinical effect. Power to paper and nothing more. So it is only when the clinicians want to discuss the change of healthcare, our IT system is having an effect. But then I bought the book :
Enterprise Architecture As strategy , Creating a Foundation for Business Execution (2006 )
where recommendations and conclusions are based on 15 years of study ( started in 1995) , and more than 200 companies participated , so perhaps there is something conclusive and robust in this book's recommendations . This makes it, if nothing else, extremely interesting in a IT contexts , as this kind of thoroughness is not seen often in our line of work.
The book I have read in the summer and it's about enterprise architecture . Not as a technical discipline, but as a managerial approach to strategy development. The book was written in 2006 by Jeanne W. Ross ( Principal Research Scientist. MIT ), Peter Weil ( director of CISR and MIT Sloan Senior Research Scientist ) and David C. Robertson ( Professor to IMD International).
The book describes how a company (hospital) create their Foundation for Business Execution . So a company's ability to execute / implement its key processes in a qualitatively high and reliable level . For this to happen, Ross, Weil and Robertson identifies three main areas a company must go through. You have to define and work with the following :
- Operating Model (OM)
- Enterprise Architecture (EA)
- IT engagement model
Enterprise Architecture (EA ) is defined as : "The organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the company’s operating model (p. 47). EA should describe the relationship between the key processes in a company with systems and data. The two areas IT and business are closely related , and the authors of the book emphasizes the importance of the IT solutions support business strategy. To facilitate the understanding of EA work they introduce a so-called core diagram representing an overall view of the architecture , with key processes, systems and data that support the selected Operation Model is shown.
IT engagement model is defined as : "” the system of governance mechanisms assuring that business and It projects achieve both local and company-wide objectives” (s. 118-119) . So a system of governance mechanisms , to ensure that projects achieve local and overall business objectives. Are you thinking Benefit Management - well you are not entirely wrong.
In addition to individual passages in the book that has a, for a Dane, a too straightforward message: " we know best " and " do as we recommend , then it will go well in life ," then the book is well documented and in a language that is fluent and understandable. The book does not bury you deep in technical terms, but focuses on the managerial and strategic planning of IT and EA , as well as how it can be seen in the context of a business strategy . The book is intended for IT managers who are interested in a method that shapes and frames their plan to align IT efforts and architecture , but it will also turn to students as the book's theoretical underpinnings are solid and well documented.
I would like to recommend the book, and with its 234 pages, it is a fast read for most people. I think it gives a breath of fresh air , introduce new ways and is probably close to something we in the IT industry , will call evidence-based . If nothing then only for that reason. Read the book - We owe it to patients, families and especially clinicians. The services and systems IT delivers , should at least be as evidence-based as those services our clinic supplies.
Enterprise Architecture as Strategy : Creating a Foundation for Business Execution Jeanne W. Ross, Peter Weill , and David Robertson, 2006 , Harvard Business School Press
Hej Jonas
SvarSlet...fandt din blog -Good stuff :-)
Bogen lyder meget interessant.
Læst du den på dansk eller engelsk?
/Kevin