Display Framework

PF2

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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

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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PEAF>Culture>IT-vs-The-Business>Is-IT-Special>Yes-But-Not-Because-its-IT ◄◄◄

►►► PEAF>Culture>IT-vs-The-Business>Should-IT-Ever-Say-No-to-The-Business

In many Enterprises it may not necessarily be that IT and “The Business” are at war but in most they are most definitely two tribes. This does not necessarily mean there is a problem. It’s OK to have two (or many) tribes. It only becomes a problem when one tribe seeks to control the other.

Even if you do not believe or accept that IT and the Business is at war, perhaps it’s because it’s more of a cold war.

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►►► PEAF>Culture>IT-vs-The-Business>Should-IT-Ever-Say-No-to-The-Business

Keypoint	Adopt this component by...
Recognise and deal with the fact that IT and The Business do constitute “Two Tribes”.	C-Suite: Instigate an initiative to bring the two tribes (Business and IT) together.

Questions to ponder...

Is your IT department at war with “The Business”?

Do they work together in a coherent and holistic partnership?

Are they somewhere in between?

Does that create any tensions or problems or issues?

What do you need to do to solve them?