The next BriefingsDirect panel discussion explores the creation of new guidance on how digital business professionals should approach their expanding responsibilities.
Perhaps more than at any time
in the history of business and IT, those tasked with planning, implementation, and best use
of digital business tools are being transformed into a new breed of digital
practitioner.
This discussion focuses on how The Open Group
is ambitiously seeking to close the gap between IT education, business methods,
and what it will take to truly succeed at such work over the next decades.
Here to explain what it will take to prepare the next generation of enterprise leadership is our panel, Venkat Nambiyur, Director of Business Transformation, Enterprise, and Cloud Architecture at Oracle; Sriram Sabesan, Consulting Partner and Digital Transformation Practice Lead at Conexiam; Michael Fulton, Associate Vice President of IT Strategy and Innovation at Nationwide and Co-Chair of The Open Group IT4IT™ Forum, and David Lounsbury, Chief Technical Officer at The Open Group. The discussion is moderated by Dana Gardner, principal analyst at Interarbor Solutions.
Listen to the podcast. Find it on iTunes. Read a full transcript or download
a copy.
Here to explain what it will take to prepare the next generation of enterprise leadership is our panel, Venkat Nambiyur, Director of Business Transformation, Enterprise, and Cloud Architecture at Oracle; Sriram Sabesan, Consulting Partner and Digital Transformation Practice Lead at Conexiam; Michael Fulton, Associate Vice President of IT Strategy and Innovation at Nationwide and Co-Chair of The Open Group IT4IT™ Forum, and David Lounsbury, Chief Technical Officer at The Open Group. The discussion is moderated by Dana Gardner, principal analyst at Interarbor Solutions.
Here are some excerpts:
Gardner: David,
why is this the right time to be defining new guidance on how IT and digital
professionals should approach their responsibilities?
Lounsbury: We
had a presentation by a couple of Forrester analysts about a year ago
at a San Francisco meeting of The Open Group. They identified a change in the
market.
 |
| Lounsbury |
We were seeing a convergence
of forces around the success of Agile
as a product management methodology at the edge, the increased importance of
customer experience, and the fact that we have radically new and less expensive
IT infrastructure and IT management approaches, which make this all happen more
at the edge.
And they saw this change coming
together into a new kind of person who’s ready to use digital tools to actually
deliver value to their businesses. They saw this as a new part of transformation.
The Open Group looked at that challenge and stepped up to define this activity,
and we created the Digital
Practitioners Work Group to bring together all of the necessary
factors.
Those include an emphasis on
customer experience, to manage digital delivery, to manage digital products, and
the ability to manage digital delivery teams together. We want to build one body
of knowledge for how to actually be such a digital practitioner; what it
means for individuals to do that. So the people on this podcast have been
working in that group toward that objective since then.
Gardner: Is this digital practitioner position an expansion of an earlier category, such as enterprise architect, chief information officer (CIO), or chief technology officer (CTO)? Or is it something new? Are we transitioning, or are we starting fresh?
 |
| Sabesan |
Sabesan: We
are in the middle of transitioning, as well as creating something fresh. Through
the last few decades of computing change, we had been chasing corporate-efficiency
improvement, which brought in a level of rigidity. Now, we are chasing
individual productivity.
Companies will have to rethink
their products. That means a change will have to happen in the thinking of the
CIO, the chief financial officer (CFO), the chief marketing officer (CMO), and
across the full suite of chief executives. Many companies have dabbled with the
new role of a Chief Digital Officer (CDO) and Chief Data Officer (CDO), but
there has been a struggle of monetization and of connecting with customers
because loyalties are not as [strong as] they used to be.
We are creating guidance to
help people transition from old, typical CIO and CFO roles into thinking about
connecting more with the customer, of improving the revenue potentials by associating
closely with the productivity of the customers, and then improving their
productivity levels.
Lead with experience
Nambiyur: This is
about leadership. I work with Oracle
Digital, and we have worked with a lot of companies focused on
delivering products and services in what I call the digital market.
 |
| Nambiyur |
They are all about experiences.
That’s a fundamental shift from addressing specific process or a specific
capability requirement in organizations. Most of the small- to medium-sized
business (SMB) space is now focused on experiences, and that essentially
changes the nature of the dialogue from holistic to, “Here’s what I can do for
you.”
The nature of these roles has
changed from a CIO, a developer, or a consumer to a digital practitioner of
different interactions. So, from my perspective at Oracle, this practitioner
work group becomes extremely important because now we are talking in a completely
different language as the market evolves. There are different expectations in
the market.
Fulton: There
are a couple of key shifts going on here in the operating model that are
driving the changes we’re seeing.
First and foremost is the rapid
pace of change and what’s happening in organizations and the marketplace with
this shift to a customer focus. Businesses require a lot more speed and
agility.
Historically, businesses asked
IT to provide efficiency and stability. But now we are undergoing the shift to more
outcomes around speed and agility. We are seeing organizations fundamentally change
their operating models, individual skills, and processes to keep up with this
significant shift.
The other extremely
interesting thing we’re seeing are the emerging technologies that are now coming
to bear. We’re seeing brand-new what’s possible scenarios that affect
how we provide business benefits to our customers in new and interesting ways.
We are getting to a much higher
bar in the context of user experience (UX). We call that the Apple- or Amazon-ification
of UX. Organizations have to keep up with that.
The technologies that have
come up over the last few years, such as cloud computing, as well as the
near-term horizon technologies, things like quantum computing and 5G, are
shifting from a world of technology scarcity to a world of technology
abundance.
Dave has talked quite a bit
about this shift. Maybe he can add how he thinks about this shift from scarcity
to abundance when it comes to technology and how that impacts a digital
practitioner.
From scarcity to abundance
Lounsbury: We
all see this, right? We all see the fact that you can get a cloud account,
either with a credit card or for free. There has been this explosion in the
number of tools and frameworks we have to produce new software.
The old model – of having to
be very careful about aligning scarce, precious IT resources with business
strategies -- is less important these days. The bar to roll out IT value has
migrated very close to the edge of the organization. That in turn has enabled this
customer focus, with “software eating the world,” and an emphasis on digital-first
experiences.
The result is all of these new
business skills emerging. And the people who were previously in the business realm
need to understand all of these digital skills in order to live in this new world.
That is a very important point.
Dana, you introduced this
podcast as being on what IT people need to know. I would broaden that out quite
a bit. This is about what business people need to know about digital delivery.
They are going to have to get some IT on their hands to do that. Fortunately, it’s
much, much easier now due to the technology abundance that Michael noted.
 |
| Fulton |
Fulton: The
shift we are undergoing -- from a world of physical to
information-based -- has led to companies embedding technology into the
products that they sell.
The importance of digital is,
to Dave’s point, moving from an IT functional world to a world where digital
practitioners are embedded into every part of the business, and into every part
of the products that the vast majority of companies take to market.
This includes companies that
historically have been very physical, like aircraft engines and GE, or oil
refineries at Shell, or any number of areas where physical products are
becoming digital. They now provide much more information to consume and much
more technology rolls into the products that companies sell. It creates a new
world that highlights the importance of the digital practitioner.
Limitless digital possibilities
Nambiyur: The
traditional sacred cows of the old are no longer sacred cows. Nobody is willing
to just take a technologist’s word that something is doable or not. Nobody is
willing to take a process expert’s word that something is doable or not.
In this new world, possibility
is transparent, meaning everybody thinks that everything is possible. Michael
said that businesses need to have a digital practitioner in their line of
business or in many areas of work. My experience of the last four years of working
here is that, every participant in any organization is a digital practitioner.
They are both a service provider and a service consumer simultaneously, irrespective
of where they stand in an organization.
It becomes critical that
everybody recognizes the impact of this digital market force, and then
recognize how their particular role has evolved or expanded to include a
digital component, both when they deliver value and how they receive value.
In
this new world, possibility is transparent, meaning everybody thinks
that everything is possible. ... The traditional sacred cows are no
longer sacred.
That is the core of what they
are accomplishing as practitioners, to allow people to define and expand their
roles from the perspective of a digital practitioner. They need to ask, “What
does that really mean? How do I recognize the market? How do I recognize my
ecosystem? How do I evolve to deliver that?”
Sabesan: I
will provide a couple of examples on how this impacts existing roles and new
roles.
For example, we have
intelligent refrigerators and intelligent cooking ovens and ranges that can provide
insights to the manufacturer about the customers’ behaviors, which they never
had before. The designers used to operate on a business-to-business (B2B) sales
process, but now they have insights into the customer. They can directly get to
the customer’s behaviors and can fine-tune the product accordingly.
Yet enterprises never had to
build the skill sets to be able to use that data and create new innovative variations
to the product set. So that’s one gap that we are seeing in the market. That’s
what this digital practitioner guide book is trying to address, number one.
Number two, IT personnel are
now having to deal with a much wider canvas of things to be brought together, of
various data sets to be integrated.
Because of the sensors, what
was thought of as an operational technology has become part of the network of
the IT as well. The access to accelerometers, temperature sensors, pressure
sensors, they are all now part of your same network.
A typical software developer
now will have to understand the hardware behaviors happening in the field, so
the mindset will have to change. The canvas is wider. And people will have to
think about an integrated execution model.
That is fundamental for any
digital practitioner, to be thinking about putting [an integrated execution
model] into practice and having an architectural mindset to approach and deliver
improved experiences to the customer. At the end of the day, if you don’t
deliver experiences to the customer, there is no new revenue for the company.
You’re thinking has to pivot-change from operation efficiency or performance milestones
to the delivery of an experience and outcome for the customer.
Gardner: It certainly
looks like the digital practitioner role is applicable to large enterprises, as
well as SMBs, and cuts across industries and geographies.
In putting together a set of
guidelines, is there a standardization effort under way? How important is it to
make digital practitioners at all these different types of organizations
standardized? Or is that not the goal? Is this role instead individual,
organization by organization?
Setting the standards
Nambiyur: It’s
a great question. In my view, before we begin creating standards, we need the body
of knowledge and to define what the practitioner is looking to do. We have to
collect all of the different experiences, different viewpoints, and define the
things that work. That source of experience, if you will, can eventually evolve
into standards.
Do I personally think that standards
are coming? I believe so. What defines that standard? It depends on the amount
of experiences we are able to collect. Are we able to agree on some of the best
practices, and some of the standards that we need to follow so that any person
functioning in the physical ecosystem can successfully deliver in repeatable
outcomes?
I think this can potentially
evolve into a standard, but the starting point is to first collect knowledge,
collect experience from different folks, use cases, and points of use so that
we are reasonably able to determine what needs to evolve further.
Gardner: What
would a standard approach to be a digital practitioner look like?
Sabesan: There
are certain things such as a basic analysis approach, and a decomposition and
execution model that are proven as a repeatable. Those we can put as standards
and start documenting right now.
We are looking for some sort of standardization of the analysis, decomposition, and execution models, yet providing guidance.
However, the way we play the
analysis approach to a financial management problem versus a manufacturing
problem, it’s a little different. Those differences will have to be
highlighted. So when Venkat was talking about going to a body of knowledge, we
are trying to paint the canvas. How you apply these analysis methods
differently under different contexts is important.
If you think about Amazon, it
is a banking company as well as a retail company as well as an IT service
provider company. So, people who are operating within or delivering services
within Amazon have to have multiple mindsets and multiple approaches to be
presented to them so that they can be efficient in their jobs.
Right now, we are looking at some
form of standardization of the analysis, decomposition, execution models, and yet
providing guidance for the variances that are there for each of the domains.
Can each of domains by itself standardize? Definitely, yes, and we are miles
away from achieving that.
Lounsbury: This
kind of digital delivery -- that customer-focused, outside-in mindset -- happens
at organizations of all different scales. There are things that are necessary
for a successful digital delivery, that decomposition that Sriram mentioned,
that might not occur in a small organization but would occur in a large
organization.
And as we think about
standardization of skills, we want to focus on what’s relevant for an
organization at various stages of growth, engagement, and moving to a digital-first
view of their markets. We still want to provide that body of knowledge Venkat mentioned
that says, “As you evolve in your organization contextually, as you grow, as
your organization gets to be more complex in terms of the number of teams doing
the delivery, here’s what you need to know at each stage along the way.”
The focus initially is on “what”
and not “how.” Knowing what principles you have to have in order for your
customer experiences to work, that you have to manage teams, that you have to
treat your digital assets in certain ways, and those things are the leading
practices. But the tools you will use to do them, the actual bits and the bytes,
are going to evolve very quickly. We want to make sure we are at that right
level of guidance to the practitioner, and not so much into the hard-core tools
and techniques that you use to do that delivery.
Organizational practices that evolve
Fulton: One
of the interesting things that Dave mentions is the way that the Digital
Practitioner Body of Knowledge™ (DPBoK) is constructed. There are a
couple of key things worth noting there.
One, right now we are viewing
it as a perspective on the leading practices, not necessarily of standards yet
when it comes to how to be a digital practitioner. But number two, and this is
a fairly unique one, is that the Digital Practitioner Body of Knowledge does
not take a standard structure to the content. It’s a fairly unique approach
that’s based on organizational evolution. I have been in the IT industry for
longer than I would care to admit, and I have never seen a standard or a body
of knowledge that has taken this kind of an approach.
Typically, bodies of knowledge
and standards are targeted at large enterprise, and they put in place what you
need to do -- all the things that you need to do when you do everything perfect
at full scale. What the Digital Practitioner’s Body of Knowledge does is walk
you through the organizational evolution, from starting at an individual or a
founder of a startup -- like two people in a garage -- through when you have
built that startup into a team, and you have to start to put some more capabilities
around that team, up to when the team becomes a team of teams.
You are starting to get bigger
and bigger, until you evolve into a full enterprise perspective, where you are
a larger company that needs more of the full capabilities.
By taking this organizational
maturity, evolution, and emergence approach to thinking about a
leading practice, it allows an individual to learn and grow as they step
through in a standard way. It helps us fit the content to you, where you are as
an individual, and where your organization is in its level of maturity.
Taking
this organizational maturity, evolution, and emergence approach to
thinking about leading a practice allows an individual to learn and grow
in a standard way.
It’s a unique approach, walking
people through the content. The content is still full and comprehensive, but
it’s an interesting way to help people understand how things are put together in
that bigger picture. It helps people understand when you need to care about
something and when you don’t.
If you are two people in a
garage, you don’t need to care about enterprise architecture; you can do the
enterprise architecture for your entire company in your head. You don’t need to
write it down. You don’t need to do models. You don’t need to do all those
things.
If you are a 500,000-person
Amazon, you probably need to have some thought around the enterprise
architecture for your company, because there’s no way anybody can keep that in
their mind and keep that straight. You absolutely have to, as your company
grows and matures, layer in additional capabilities. And this Body of Knowledge
is a really good map on what to layer in and when.
Gardner: It
sounds as if those taking advantage of the Body of Knowledge as digital
practitioners are going to be essential at accelerating the maturity of
organizations into fully digital businesses.
Given the importance of that
undertaking, where do these people come from? What are some typical backgrounds
and skill sets? Where do you find these folks?
Who runs the digital future?
Sabesan: You
find them everywhere. Today’s Millennials, for example, let’s go with different
categories of people. Kids who are out of school right now or still in school,
they are dabbling with products and hardware. They are making things and
connecting to the Internet and trying to give different experiences for people.
Those ideas should not be
stifled; we need to expand them and help them try to convert these ideas and
solutions into an operable, executable, sustainable business models. That’s one
side.
On the other far end, we have
very mature people who are running businesses right now, but who have been
presented with a challenge of a newcomer into the market trying to threaten them,
to question their fundamental business models. So, we need to be talking to
both ends -- and providing different perspectives.
As Mike was talking about,
what this particular Body of Knowledge provides us is what can we do for the
new kids, how do we help them think about the big picture, not just one product
version out. In the industry right now, between V1 and V2, you could
potentially see three different competitors for your own functionality and the
product that you are bringing to market. These newcomers need to think of
getting ahead of competition in a structured way.
And on the other hand,
enterprises are sitting on loads of cash, but are not sure where to invest, and
how to exploit, or how to thwart a disruption. So that’s the other spectrum we
need to talk about. And the tone and the messaging are completely different. We
find the practitioners everywhere, but the messaging is different.
Gardner: How
is this then different from a cross-functional team; it sounds quite similar?
Beyond cross-functionality
Sabesan: Even
if you have a cross-functional team, the execution model is where most of them
fail. When they talk about a simple challenge that Square is trying to become, they are no
longer a payment tech company, they are a hardware company, and they are also a
website development company trying to solve the problem for a small business.
So, unless you create a structure
that is able to bring people from multiple business units together -- multiple
verticals together to focus on a single customer vertical problem – the current
cross-functional teams will not be able to deliver. You need risk mitigation
mindset. You need to remove a single team ownership mindset. Normally corporations
have one person as accountable to be able to manage the spend; now we need to
put one person accountable to manage experiences and outcomes. Unless you bring
that shift together, the traditional cross-functional teams are not going to
work in this new world.
Nambiyur: I agree
with Sriram, and I have a perspective from where we are building our
organization at Oracle, so that’s a good example.
Now, obviously, we have a huge
program where we hire folks right out of college. They come in with a great
understanding of -- and they represent -- this digital world. They represent
the market forces. They are the folks who live it every single day. They have a
very good understanding of what the different technologies bring to the table.
We
have a huge program where we hire right out of college. They represent
the digital world, the market forces, and they are living it every day.
But one key thing that they do
-- and I find more often – is they appreciate the context in which they are
operating. Meaning, if I join Oracle, I need to understand what Oracle as a
company is trying to accomplish at the end of the day, right? Adding that
perspective cannot just be done by having a cross-functional team, because
everybody comes and tries to stay in their comfort zone. If they bring in an
experienced enterprise architect, the tendency is to stay in the comfort zone
of models and structures, and how they have been doing things.
The way that we find the
digital practitioners is to allow them to have a structure in place that tells
them to add a particular perspective. Like just with the Millennials, you need
to understand what the company is trying to accomplish so that you just can’t
let your imagination run all over the place. Eventually and likewise, for a
mature enterprise architect, “Hey, you know what? You need to incorporate these
changes so that your experience becomes continuously relevant.”
I even look at some of the
folks who are non-technologists, folks who are trying to understand why they
should work with IT and why they need an enterprise architect. So to help them
answer these questions, we give them the perspective of what value they can
bring from the perspective of the market forces they face.
That’s the key way.
Cross-functional teams work in certain conditions, but we have to set the change,
as in organizational change and organizational mindset change, at every level.
That allows folks to change from a developer to a digital practitioner, from an
enterprise architect to a digital practitioner, from a CFO to a digital
practitioner.
That’s really the huge value
that the Body of Knowledge is going to bring to the table.
Fulton: It’s
important to understand that today it’s not acceptable for business leaders or
business members in an organization to simply write off technology and say that
it’s for the IT people to take care of.
Technology is now embedded
throughout everything that we do in our work lives. We all need to understand
technology. We all need to be able to understand the new ways of working that that
technology brings. We all need to understand these new opportunities for us to
move more quickly and to react to customer wants and needs in new and exciting
ways; ways that are going to add distinct value.
To me the exciting piece about
this is it's not just IT folks that have to change into digital practitioners.
It’s business folks across every single organization that also have to change
and bringing both sides closer together.
IT everywhere, all the time, for everyone
Lounsbury: Yes, that’s
a really important point, because this word “digital” gets stuck to everything
these days. You might call it digital washing, right?
In fact, you put your finger
on the fundamental transformation. When an organization realizes that it's
going to interact with its customers through either of the digital twins -- digital
access to physical products and services or truly digital delivery -- then you
have pieces of information, or data, that they can present to the customer.
That customer’s interactions
through that -- the customer’s experience of that – which also then brings
value to the business. A first focus, then is to shift from the old model of,
“Well, we will figure out what our business is, and then we will throw some requirements
down the IT channel, and sooner or later it will emerge.” As we have said,
that's not going to cut it anymore.
You need to have that ability
to deliver through digital means right at the edge with your product decisions.
Gardner: David,
you mentioned earlier the concept of an abundance of technology. And, Michael,
you mentioned the gorilla in the room, which is the new tools around artificial
intelligence (AI), machine learning (ML), and more data-driven analysis.
To become savvier about how to
take advantage of the abundance of technology and analytics requires a cultural
and organizational shift that permeates the entire organization.
To what degree does a digital
practitioner have to be responsible for changing the culture and character of
their organization?
Lounsbury: I
want to quote something I heard at the most recent Center for Information Systems Research Conference
at the MIT Sloan School. The article is published by Jeanne
Ross, who said, the time for digitization, for getting your digital
processes in place, getting your data digitalized, that’s passed. What's
important now is that the people who understand the ability to use digital to
deliver value actually begin acting as the agents of change in an organization.
To me, all of what Sriram said
about strategy -- of helping your organization realize what can happen, giving
them through leading practices and a Body of Knowledge as a framework to make decisions
and lower the barrier between the historical technologist and business people,
and seeing them as an integrated team – that is the fundamental transition that
we need to be leading people to in their organizations.
Sabesan: Earlier
we said that the mindset has been, “This is some other team’s responsibility. We
will wait for them to do their thing, and we will start from where they left
off.”
Now, with the latest technology,
we are able to permeate across organizational boundaries. The person to bring
out that cultural change should simply ask the question, “Why should I wait for
you? If you are not looking out for me, then I will take over, complete the job,
and then let you manage and run with it.”
We
want people to be able to question the status quo and show a sample of
what could be a better way. Those will drive the cultural shifts.
There are two sides of the
equation. We also have the DevOps model where, “I build, and I own.” The other
one is, “I build it for you, you own, and keep pace with me.” So basically we
want people to be able to question the status quo and show a sample of what could
be a better way. Those will drive the cultural shifts and push leaders beyond
their comfort zone, that Venkat was talking about, to be able to accept
different ways of working: Show and then lead.
Talent, all ages, needed for cultural change
Nambiyur: I can
give a great example. There is nothing more effective than watching your own company
go through that, and just building off on bringing Millennials into the
organization. There is an organization we call a Solutions Hub at Oracle that
is entirely staffed by college-plus-two folks. Ans they are working day-in and
day-out on realizing the art of what’s possible with the technology. In a huge
way, this complements the work of senior resources -- both in the pre-sales and
the product side. This has had a cumulative, multiplier effect on how Oracle is
able to present what it can do for its customers.
We are able to see the native
digital-generation folks understanding their role as a digital practitioner,
bringing that strength into play. And that not only seamlessly complements the
existing work, it elevates the nature of how the rest of the senior folks who
have been in the business for 10 or 20 years are able to function. As an
organization, we are now able to deliver more effectively a credible solution
to the market, especially as Oracle is moving to cloud.
That’s a great example of how
culturally each player – it doesn’t matter if they are a college-plus-two or a
20-year person -- can be a huge part of changing the organizational culture.
The digital practitioner is fundamental, and this is a great example of how an
organization has accomplished that.
Fulton: This
is hard work, right? Changing the culture of any organization is hard work. That’s
why the guidance like what we are putting together with the Digital
Practitioner Body of Knowledge is invaluable. It gives us as individuals a
starting point to work from to lead the change. And it gives us a place to go
back to and continue to learn and grow ourselves. We can point our peers to it
as we try to change the culture of an organization.
It’s one of the reasons I like
what’s being put together with the Digital Practitioner Body of Knowledge and
its use in enterprises like Nationwide Insurance. It’s a really good tool to
help us spend our time focused on what’s most important. In Nationwide’s case,
being on our site for the members that we serve, but also being focused on how we
transform the culture to better deliver against those business objectives more
quickly and with agility.
Lounsbury:
Culture change takes time. One thing everybody should do when you think about
your digital practitioners is to go look at any app store. See the number of
programming tutorials targeted at grade-school kids. Think about how you are
going to be able to effectively manage that incoming generation of digitally
savvy people. The organizations that can do that, that can manage that
workforce effectively, are going to be the ones that succeed going forward.
Gardner: What
stage within the Body of Knowledge process are we at? What and how should
people be thinking about contributing? Is there a timeline and milestones for what
comes next as you move toward your definitions and guidelines for bring a
digital practitioner?
Contributions welcome
Lounsbury: This
group has been tremendously productive. That Digital Practitioner Body of
Knowledge is, in fact, out and available for anyone to download at The Open
Group Bookstore. If you look for the Digital Practitioner Body of
Knowledge, publication S185, you will find it. We are very open about
getting public comments on that snapshot as we then finish the Body of Knowledge.
Of course, the best way to
contribute to any activity at The Open Group is come down and join us. If you
go to www.opengroup.org,
you will see ways to do that.
Gardner: What
comes next, David, in the maturation of this digital practitioner effort, Body of
Knowledge and then what?
Lounsbury: Long-term,
we already began discussing both how we work with academia to bring this into
curricula to train people who are entering the workforce. We are also thinking in
these early days about how we identify Digital Practitioners with some sort of
certification, badging, or something similar. Those will be things we discuss
in 2019.
Listen to the podcast.
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- Enterprise Architecture Leader John Zachman on Understanding and Leveraging Synergies Among the Major EA Frameworks
- Cybersecurity standards: The Open Group explores security and safer supply chains
