Display Framework

PF2

Head

Introduction

Companies

Overview

Pragmatic EC

Licensing

Training

Certification Courses

Focused Workshops

Options

Pragmatic Publishing Platform

Overview

Design

PEFF

Language

Basics

I Didnt Mean What You Heard

What is a System

What is an Enterprise

What is Transformation

What is a Framework

Theory or Practice

Colours

What is Business Architecture Enterprise Architecture Solution Architecture

POET

Items

Architecture and Engineering

Yin and Yang

Architect Horizontally Engineer Vertically

Overlap

Inter Phase

Culture

►

Culture

Organisation Structure

Management

Culture Trumps Everything

For Better or Worse

The Power of Culture

Immense Problems

Immense Opportunities

Slaves to Psychology

What Do You Think

Is All Value Easy to See

I Was Only Doing What I was Told

Are You Better Than a 5 Year Old

Who Decides

Absolute Power Corrupts Absolutely

Style over Substance

The Halo Horn Effect

Cognitive Dissonance

The Dunning Kruger Effect

The Peter Principle

The Matthew Effect

Prices Law

The Best Managers Are Sociopaths

Personality Traits

The Prisons of Two Ideas

Logical Fallacies

Architects and Engineers

Fundamentals

Comparison

Architects and Engineers Who Are You

The Architect

Secrets

An Impossible Job

What Does An Architect Do

Architect or Charlatan

The Pragmatic Architect Creed

Language

PEAF

Culture

Organisation Structure

Traditional vs Pragmatic

Enterprise Architect

Type 1

Type 2

The Management vs The Workers

Most Valued Player MVP

Comparison

IT vs The Business

Is IT Special

What vs How

Yes But Not Because its IT

When Two Tribes Go To War

Should IT Ever Say No to The Business

Comparison

Roles

Overview

SIB Strategic Investment Board

EASG Enterprise Architecture Steering Group

PF2

Appendix

Background

The Author

Keypoints

Sources and Resources

Tail

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Enterprise Transformation Culture

The Inconvenient Pragmatic Truth

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Keypoint	Adopt this component by...
The Culture section of POET defines the roles and the culture required.	C-Suite: Instigate a review of the Culture at play in the Enterprise's Transformation Capability, to determine if it's maturity is appropriate.

Questions to ponder...

With respect to your Enterprises Transformation capability, what Culture exists?

Is the Culture documented? Understood?

Is it fit for purpose?

Are they used? All the time? Only when it suits?

What parts are Good? Why? Bad? Why?