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The 1st of April comes once a year together with jokes, pranks and fake reports on the news causing outright laughter and giggles in the work place and on the streets. This year was no different than any other albeit with a slight twist. On 1st April 2011 the new Consumer Protection Act was enforced in South Africa. Exciting for some, thrilling for others and daunting to a number of organisations. Most social network

It is always interesting to observe the exponential ramp-up in work effort during the early months of the year. But this year seems different. It seems that the so-called time for “talking” is over. The time for “walking” has come. Financial Services organisations have (for years now) made elaborate plans, creating massive architectures and process frameworks and mapped countless application components into disparate

Development of a sound strategy is only half the battle as too many strategies fail when it comes to execution. In complex organisations it is very often difficult to understand the relationship between strategy and execution, more often than not due to poor communication. Having a clearly defined business architecture will also assist with the measurement to ensure that firstly the strategy is still relevant and sec

The concept of Enterprise Architecture (EA) has gained valuable traction in recent years, judging by the various methodologies and standards that are available and the many companies utilising them in this space.  An Enterprise Architecture of some nature has been implemented in various leading enterprises with various levels of success. From an implementation approach, organisations can choose between using EA in a

The revised King Code and Report on Governance for South Africa (“King III”) was launched on 1 September 2009.  It came into effect and replaces the existing King II Code and Report on Corporate Governance (“King II”) on 1 March 2010.  The review of King II was prompted by changes in international governance trends and the reform of South Africa’s company laws with the promulgation of th

All modern organisations, in existence for any length of time, will have built up a portfolio of technology assets. Often these assets are acquired without a guiding blueprint; with many developed, customised and altered to fit each organisation’s specific context, at a point in time. A key responsibility for technical architects is to understand the health of the current technical environment in their organizations.