Every enterprise loves a good innovation but it is hard to know when it’s right time to adopt. Risk needs to be evaluated and further more your enterprises readiness needs to be understood. Enterprise architects can assess current state and determine if strategic goals will benefit from the potential product but it is imperative to understand how risks change as a technology progresses through its’ life cycle and its impact to your EA. The first check point is determine what your enterprises risk tolerance is. Are you an early adopter or prefer risk dimensions of the majority? Figures 1 and 2 help to illustrate the different stages of technology against common risk factors.
There are benefits to each stage regardless of what your tolerance is. Gartner’s Hype Cycle, Figure 3, states that technology is mainstream ready when it reaches the Plateau of Productivity.
So let’s break down how the Hype Cycle maps to a Life Cycle Stage with enterprise blood types:
- Type A – Innovators and Early Adopters
- Type B – Majority/Mainstream Adopters
- Type C – Laggards
The Plateau of Productivity typically signals that at least 20% of Type A’s have adopted. Type B’s usually fall into the “it’s been proven” category and C’s don’t enter the field until required or mandated (both not shown). To this end Type B’s and C need to devote management attention to the financial, people, and technical threats that arise as a technology progresses through its life cycle. Signaling a need for more engaged EA, developing a deeper understanding of line of business capabilities and needs. Unfortunately, Figure 3 doesn’t detail maturity past Type A but in Figure 2 you can see how Type C’s have almost the same risk as extremely early enterprise adopters.
The take away is to leverage EA insights when evaluating new opportunities. Just as EA supports internal decision making, it is a great tool for maintaining competitive advantage. Especially with the rate at which technology is changing.
References:
- Blechar, M. (2006). Managing Technology Life Cycle Risks. Gartner
Great points on finding the balance and tolerance of innovation. Being willing to lead the charge to new technology is one thing, getting others to follow you… well, I think that’s the trick. I’ve found that many people are not able to visualize a concepts when described abstractly but when shown a working prototype become excited by the prospects that new and innovative technologies can offer.
But as you mention, It is important to find the balance between innovation and operations or there will be burnout by those who are being asked to implement and maintain the systems. If there are too many requests for new things without the paint dry on the last shiny toy it could make people want to give up, take their ball and go home (so to speak)