Jeff Scott

September 2, 2010

Jeff is a senior business and technology executive, with extensive expertise and leadership in innovation, strategy development, business architecture, and organizational transformation. He has substantial consulting and corporate experience working with senior leadership to set direction, build consensus, and translate business objectives into effective action.
Jeff is an internationally recognized thought leader in business architecture, strategy execution, and organizational transformation. He frequently speaks, writes, and teaches seminars on these topics Jeff currently writes the blog, The Business Architect, chairs The Business Architect’s Roundtable, is a member of the Business Architecture Guild’s advisory board, and is the Editorial Director for the Business Architecture Institute.
Business Innovation Partners
President
Other
Executive Management
Business Architecture (BA)
Business Decision Management (BDM) / Business Rules (BR)
Organizational Change Management (OCM)
Strategy

Articles by: Jeff Scott

The Business Architect’s Service Portfolio

The Business Architect’s Service Portfolio

Author(s):

President, Business Innovation Partners

For some time now I have been promoting the idea that the practice of business architecture is not about creating blueprints and models but applying a set of tools and techniques to form broader perspectives, create deeper insight, and solve business problems. If business architecture is a practice, then what is its portfolio of services and how do you create them?

Start with three best practices

There are three basic best practices for service development that lead to a powerful service portfolio.

The Business Architect Collaborator

The Business Architect Collaborator

Author(s):

President, Business Innovation Partners

Business architects don’t control large budgets nor do they command large groups of people. With little money and less authority, business architects’ success hinges on their ability to create value through others. In pursuit of that goal many business architects attempt to implement governance mechanisms with little success. One of the biggest lies analysts and other BA pundits tell us is that governance is a best practice. A best practice is something that works for a significant number of people in a wide variety of circumstances. Given that business architecture governance is something tried by a large number of people with little success, maybe we should call it a worst practice. Gaining senior level support in hopes they will direct others to follow our lead isn’t much better. Successful business architects recognize that collaboration is a key element in reaching their goals.

Business architects collaborate with a wide group of people:

Business Architecture: From Startup to Sustainability

Business Architecture: From Startup to Sustainability

Speaker(s):

President, Business Innovation Partners

In this webcast, Jeff will pinpoint the critical challenges of starting a business architecture practice and identify the specific steps you can take to move from startup to sustainability. Jeff will talk about the current state of the business architecture profession, roadblocks to avoid and best practices from successful business architecture practices.

When Doing Less Gets You More

When Doing Less Gets You More

Author(s):

President, Business Innovation Partners

Author’s Note: I originally learned about the laws of subtraction some years ago when I was leading a research and innovation organization. The six principles in this article came from The Laws of Subtraction: 6 Simple Rule for Winning in the Age of Excess Everything by Matthew E. May. Business architects can apply these principles to produce more value and raise their level of success in any organization.

Case Study: Business Architecture at United Airlines

Case Study: Business Architecture at United Airlines

Speaker(s):

Editor & Founder, DBizInstitute.org, BPMInstitute.org & BAInstitute.org
President, Business Innovation Partners
Director Business Architecture, United Airlines

Launching a business architecture program is challenging. Culture, politics, and even our own thinking present significant challenges. Though the challenges are great, the benefits are even greater. Organizations struggling to realize their goals and move their companies forward are in desperate need of the solutions business architecture offers. This webcast features two industry experts who will share their insights into the world of Business Architecture, including the challenges, the opportunities and the road ahead.

Ten Steps to Clearer Strategy

Ten Steps to Clearer Strategy

Author(s):

President, Business Innovation Partners

The Strategy Execution Process
The strategy execution process provides a structured approach to clarifying, communicating, implementing, and managing strategy. The goal of this process is to ensure the organization focuses on developing high-value capabilities and making investments that optimize value. Most established and successful business architecture practices are deeply engaged in developing their organization’s strategy execution process though few have it completely implemented. Most are attempting to influence strategy from the bottom up. 

Ten Steps To Design A Powerful Business Architecture Practice

Ten Steps To Design A Powerful Business Architecture Practice

Author(s):

President, Business Innovation Partners

Most new business architecture teams jump right into defining business architecture models and frameworks. They spend incredibly little time defining the practice itself, what they want it to be, and how they are going to drive results. Yet this is where the challenge is. I rarely see an enterprise or business architecture team that can’t produce great architecture; but I see many that can’t create a successful practice.

Here are ten steps every business architecture team should take to ensure long-term success.

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