With mobile enablement in the enterprise being a mandate and no longer optional, the existing enterprise architecture practices we developed for our complex enterprise solutions are being challenged.
In a typical enterprise architecture practice, the initial focus is on the business strategy, and that usually drives the business process transformation needs, which in sequence drive the IT strategy and the required projects to support these business transformation needs.
But in the new mobile enablement paradigm, this changes. We now focus mainly on how to make it easy for the user to access data instead of focusing on business strategy. That is a major shift in the enterprise architecture practices we have followed and enforced over the years.
It is very important for enterprises to notice this change early on in their mobile enablement journey, as the current governance process would dictate that every project maps to a business strategy and would block any mobile enablement initiatives from progressing or would give them a hard time.
The governance model you use needs to be adapted to mobile enablement by validating the impact of productivity and measuring that against specific business strategy initiatives, rather than trying to map the proposed solution to the business strategy.
To phrase it in another way, the impact of mobile enablement initiatives needs to map back to the business strategy somehow.
But what if it doesn’t? Could it be that the enterprise doesn’t have a complete business strategy, and some of these impacts resulting from our new mobile enablement initiatives shed light on areas that the enterprise should have considered in their business strategy?
We recommend that enterprises evaluate their mobile enablement projects before they send them to the enterprise architecture governance board, which might shut them down when they do not find a direct mapping to the enterprise business strategy.