Strategy, portfolio management and enterprise architecture.
De fleste EA-værktøjer modellerer arkitektur eller strategi, ikke loopet. Temaer uden initiativer er ambitioner. Initiativer uden apps er teater. Her er loopet i klart sprog.
Most EA tools model architecture or strategy, not the loop. Themes without initiatives are aspirations. Initiatives without applications are theatre. Here is the loop in plain language.
When strategy and EA operate as separate disciplines, execution slows down. Three symptoms, one structural fix — and why the bridge matters more than either side alone.
Når strategi og EA opererer som adskilte discipliner, mister eksekveringen fart. Tre symptomer, én strukturel løsning — og hvorfor broen er vigtigere end begge sider alene.
Roger Martin's strategy cascade applied to EA governance: from winning aspiration to management systems, with capability maps and ADRs as the connective tissue.
Roger Martins strategikaskade anvendt på EA-governance: fra vindende ambition til ledelsessystemer — med capability maps og ADR'er som bindemidlet.
Companies with 200–5,000 employees need structured EA practice but find that traditional platforms overshoot on complexity and cost. What right-sized looks like.
Virksomheder med 200–5.000 ansatte har brug for struktureret EA-praksis, men traditionelle platforme overskrider kompleksitet og pris. Hvad den rigtige størrelse ser ud som.
Organisations with 200-5,000 employees need EA but can't justify enterprise tooling. The gap is not a tool gap — it's a structure gap.
Most TIME implementations are colour-coded spreadsheets. Here's what structured scoring, strategy connection, and cost analysis actually look like.
The TIME model is the industry standard for classifying applications. But without strategic context, it's a categorisation exercise — not a decision engine.
Enterprise EA tooling requires 6-18 months, a dedicated team, and a six-figure budget. Most midmarket organisations have one EA or IT leader. There's a better way.
The gap between strategy and IT execution is where most organisations lose momentum. Capability mapping is the bridge.