Agile Architecture in the Digital Age – a Conversation with Frédéric Lé

The agile transformation of the enterprise is becoming a pre-requisite of an effective digital transformation project. This requires organizations to adopt a product-centric, outside-in perspective, evolving product and service portfolios – as well as business and operational models – to deliver value faster than ever before. All this, whilst being closely aligned to the businesses needs and objectives.

We spoke with Frédéric Lé, Technology Strategist, Corporate Technology Office at DXC Technology, in advance of The Open Group Denver 2019 event to learn more about how digital leaders and their teams can steer transformation, something he has coined ‘DigitAgile’.

ENTERPRISE AGILITY THROUGH ENTERPRISE ARCHITECTURE

In the recent few years, Enterprise Agility has become one of the key drivers for many organizations to be relevant and to sustain their core businesses. As the change is happening so rapidly in every business sector, if the organizations do not adapt to the speed and scale in delivering their services, they would soon become obsolete and run out of their customer base. To handle and to succeed in the business with the ever-changing business scenarios, transformation initiatives like driving Enterprise Agility has become the most important priority for present CXOs.

How the TOGAF® Standard Enables Agility

The Open Group TOGAF Standard Version 9.2 was published April 16, 2018. A common misconception voiced by several people at that time was that Enterprise Architecture in general and the TOGAF Standard are barriers to enterprise agility.

This paper addresses that misconception by reference to specific sections of the standard; it does not assume the adoption of any specific agile method.

5 Steps to Create Winning Enterprise Integration Strategy in the Digital Era

In the fast paced technology driven businesses, quick turnaround solutions like microservices often take the precedence over “planned” integration. This strategy, although in short term, provides for better business value, in the long run, creates unmanageable technical debt. As uncontrolled business debt erodes business’s ability to grow further, uncontrolled technical debt erodes IT department’s ability to fund future innovations. Although in many cases it’s an easiest approach to take, piecemeal achievements are short lived. Soon, IT teams find themselves lost in a sea of fragmented software gizmos.

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