Recent projects that my architectural crew and I have worked on or studied are revealing some new truths. On the good-news side of the ledger, many architecture projects are being initiated by business executives who understand the need for governance and architecture. We are seeing wholesale acceptance of the concepts of architecture. In fact, the whole "how to sell" architecture, while important to other areas of the business, is a nonissue in the executive suite. All of the flavors of architecture, including business, technology and information, are seen as an enablers, risk mitigation and a source of competitive advantage. Granted, there are organizations where the words "architecture" are forbidden, but even there we see "information strategy" projects or "data cleanup planning."
On the bad-news side, once the data framework or information architecture deliverables are completed we do not see much downstream activity to actually execute, and we have discerned some real barriers to successful utilization of the information architecture. The fingers are usually pointed in the following manner:
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