MEGA is a leader in the Enterprise Architecture market for the 7th year in a row, as stated by Gartner in their 2015 Magic Quadrant for Enterprise Architecture Tools.
Fine. Fantastic news, but no scoop, right?
While all of us at MEGA are very proud of this, it’s important that we keep looking toward the future. As Jason Bloomberg outlined in an article he recently published on Forbes, “EA succeeds when enterprises are treated as complex systems that are constantly changing and adapting”. What does that really mean for vanguard Enterprise Architects charged with the digital transformation of the business? Today, most of them are willing to demonstrate that their EA team delivers value to the business. Specifically, what do they expect from an Enterprise Architecture tool vendor like MEGA?
As an Enterprise Architect, you are an agent of flexibility and agility when the enterprise changes in search of business innovation. As a consequence, EA tools need to help you deliver business outcomes that support innovation programs. But at MEGA, we also think your vanguard, critical competences must be put forward, and your core ones be used in areas where they deliver more value.
To meet your challenges, at MEGA we continuously evolve our solutions in 5 core directions:
- Decision making, strategic planning, slicing and dicing, and scenario analysis become critical, while traditional modeling competencies become core. Still, as an architect, you can’t change what you can’t see, but you don’t want to endlessly build models for the sake of modeling. You need to both see and understand. Vanguard tools need to easily and automatically absorb “inventory” information while helping you focus on transformation scenarios analysis. Concretely it means assessing your ecosystem, analysing customer’ touchpoints, and using capabilities for what-if analysis and simulation.
- Digital transformation capabilities become critical, while documentation movesinto the core capability bucket. It means that within any of your enterprise architecture layers, from strategy to infrastructure, passing by information, you can build consistent transition plans and compare and prioritize them for the C-Suite to make well-informed decisions about digital transformation.
- Transformation risk management becomes critical, while milestones and deadline management become core: digital business opportunities bring new types of risks. Future state architectures and target operating model descriptions are not issues anymore. What you need to control is what risk you take when choosing a particular transformation scenario. You might also need to “roll back” the chosen transformation scenario as easily as possible, and take a different route, should the ecosystem conditions change. You need agility, and it means making sure your EA tool can be used as a GPS to recalculate a digital transformation journey.
- Decision governance for transformation and innovation is critical, while EA Governance itself is now core. It means that collaborative capabilities should not be applied to, say, modelling and inventory validation, but to decision making, strategic planning and resource allocation.
- Roll back and re-plan. What architects have planned will never happen as planned. While the 4 above bullets are easily put under control and automated using the right tool - needless to tell you what vendor I’m thinking of - you never know what will happen: as a vanguard architect, you know the company is very unlikely to undergo the transformation program strictly as planned. You need a tool that controls, but obliterates, the complexity and intricacy of numerous factors (ranging from strategy to processes, information, risks, costs, deadlines, resources, IT applications and infrastructure…), and instead prompt the user with deliverables that are “decision-ready”. Actionable, assessment-based, decision-ready deliverables for stakeholders in the C-Suite.
With these programs and directions, we apply the core principle of innovation: a long-established player in an evolving market will have to choose how to innovate. MEGA differentiates because, thanks to our experience and longevity, we can more easily embrace the holistic aspects of EA versus smaller newcomers. We benefit from modeling capabilities at our core, which allows us to focus on critical, differentiating business transformation analysis capabilities. As a vanguard architect, you don’t want to be the “Blockbuster” to “Netflix”. We want you to choose MEGA because as your business evolves, you can grow into our solutions, and this is unique in the digital transformation era.
Inventory-centric, diagram-based navigation and impact analysis, and document-centric, manual data entry capabilities are behind us. We support them, but we now focus on the digital transformation challenge with decision analysis and scenario planning. This is what we are working on and we hope it is appealing to you.
We will know, next year, if our strategy is correct, by watching to see if MEGA is still a trusted, market leading EA vendor with several thousand loyal customers. For more details about Gartner’s analysis, you can download your free copy of the 2015 Magic Quadrant for Enterprise Architecture Tools here.
Till next year then? 😉