Introduction

Introduction This book will share my approach to running an IT architecture practice in larger organizations based on my experience at AVIV Group, eBay Classifieds, and Adevinta. I called this approach "Grounded Architecture," highlighting the need for any IT architecture practice to stay well-connected to all levels of an organization and led by data.

Context: Fast-Moving Global Organizations The Grounded Architecture approach has evolved in the context of global, loosely coupled organizations that are diverse, with nonlinear growth dynamics, and under transformation pressures.

Goals: Adapting, Growing, and Using Data I identified the following needs that an architecture practice should support: Executing At Scale, Adaptivity, Improving the Quality of Decision-Making with Data, and Maximizing Organizational Alignment & Learning.

Grounded Architecture Framework

Grounded Architecture Framework: Introduction I introduce three elements of Grounded Architecture Framework: Lightweight Architectural Analytics, Collaborative Networks, and The Operating Model.

Lightweight Architectural Analytics Lightweight Architectural Analytics serves as a medium to create a complete, up-to-date picture of critical elements of the technology landscapes of big organizations. The platform provides an architecture-centric view of data about a technology landscape based on source code analyses, public cloud billing reports, vibrancy reports, or incident tickets.

Collaborative Networks We should not take our architectural talent for granted. Architects are difficult to hire because they need in-depth technical, domain-specific, and managerial knowledge. Therefore, we must support, organize, and leverage architecture talent.

Operating Model: General Principles Operating Model defines how, by leveraging Lightweight Architectural Analytics and Collaborative Networks, we perform activities that help an organization reach its goals. Examples include supporting teams in their daily work, tracking tech debt, performing technical due diligence, standardizing processes and documentation, and defining cloud, data, and platform strategies.

Cooperation-Based Operating Model: Six Simple Rules The Six Simple Rules approach emphasizes that you must set up organizational structures based on cooperation in today's complicated business environment. To deal with complexity, organizations should depend on the judgment of their people, and these people cooperate to utilize the organization's capabilities to cope with complex problems.

Operating Model: Nudge, Taxation, Mandates Architecture practice should support governance models that are adaptable to organizations' complex and diverse needs. I see a technology governance model as a well-balanced hybrid of three different styles of governing: nudging, taxes, and mandates and bans.

Transforming Organizations with Grounded Architecture When the Grounded Architecture Framework is in place, it can significantly impact an organization's functioning: Executing At Scale, Adaptivity, Improving the Quality of Decision-Making with Data, and Maximizing Organizational Alignment & Learning.

On Being Architect

On Being Architect: Introduction I introduce guiding principles that generalize my view on what it means to be an architect in practice.

Building Skills A typical architect's skillset includes hard (technical) skills, soft (people & social) skills, product skills, business skills, and decision-making skills.

Making Impact Architects' work is evaluated based on their impact on the organization. They must demonstrate that they identify, tackle, and deliver on strategic problems, have a deep and broad influence, and deliver solutions that few others can.

Leadership Traits My view of architecture leadership is inspired by David Marquet’s work and Netflix’s valued behaviors.

Thinking Like an Architect: Architects as Superglue Architects in IT organizations should develop as “superglue,” people who hold architecture, technical details, business needs, and people together across a large organization or complex projects.

Thinking Like an Architect: Balancing Curiosity, Doubt, Vision, and Skepticism Balancing curiosity, doubt, vision, and skepticism is essential for driving sustainable innovation and change in organizations.

Architects' Career Paths Architects' career paths ideally stem from a strong engineering background. Hiring architects requires constantly raising the bar to ensure a strong and diverse team structure.

On Human Complexity

On Human Complexity: Introduction I introduce several resources that I use as inspiration for developing the complexity awareness of human complexities.

The Culture Map: Architects' Culture Compass Architects work with many different cultures in multinational organizations. I have found Erin Meyer's work, The Culture Map, to be a beneficial tool for architects to work harmoniously with people from various cultures and backgrounds.

The Human Side of Decision-Making Decision-making is a human activity subject to human biases and limitations. Fundamental biases influencing decision-making include outcome, hindsight, and confirmation biases.

Effortless Architecture A summary of lessons learned from Greg McKeown's Effortless book, which offers invaluable insights that are particularly relevant for IT architects and software engineers. McKeown's emphasis on simplifying tasks and processes is crucial in the tech industry, where complexity often dominates.

On Strategy

On Strategy I introduce several resources that I use as inspiration for developing architecture skills related to execution and governance.

Enterprise Architecture as Strategy The relationship between business strategy and IT architecture is dynamic and requires continuous realignment, leveraging different operating models to maximize efficiency, agility, and strategic value.

Hunting the Ghost of Business Architecture Business architecture is a shared, often invisible practice that helps organizations understand how they create value — even if no one formally owns or names it.

Outsourcing Strategies Outsourcing strategies—strategic outsourcing, co-sourcing, and transactional outsourcing—help organizations optimize external partnerships based on business goals, operational needs, and desired control levels, with IT architecture playing a critical role in ensuring integration, governance, and alignment with enterprise objectives.

Achieving Market Leadership The Discipline of Market Leader framework highlights three distinct strategies for market leadership—operational excellence, product leadership, and customer intimacy—each requiring a tailored IT architecture to align technology with business goals, optimize processes, and sustain a competitive edge.

Value-Based Strategy An IT architecture can align technology decisions with value-based business strategy by simplifying IT initiatives, enhancing customer experience, improving employee work conditions, optimizing supplier relationships, and enabling business model shifts to maximize overall value creation.

Marketplace Strategies: What Digital Marketplaces Sell? Digital marketplaces facilitate transactions by reducing search, negotiation, and enforcement costs while monetizing through commissions, subscriptions, promoted listings, and value-added services.

Connecting Marketing, Sales, and Customer Service Strategies IT architects play a vital role in optimizing marketing, sales, and customer care by integrating technology, data, automation, and security to create seamless customer experiences, improve efficiency, and drive business growth.

Culture As a Strategy (aka Culture Eats Strategy for Breakfast) Organizational culture profoundly influences IT architecture by shaping how architects approach collaboration, decision-making, innovation, and technical priorities, requiring alignment between cultural values and architectural strategies for long-term success.

Expanding the Architect's Toolkit

Expanding the Architect's Toolkit: Learning From Other Fields I introduce several resources that I use as inspiration for developing architecture skills related to execution and governance.

Economic Modeling With ROI and Financial Options: Learning From the Finance Field I sketch two methods of determining the economic value of technology investments and architecture: the return on investment metaphor and the financial options metaphor.

Architecture in Product-Led Organizations: Learning From Customer-Centric Fields Regarding product development, I recommend two resources for architects: “Escaping the Build Trap: How Effective Product Management Creates Real Value” by Melissa Perri and “Product Operations” by Melissa Perri and Denise Tilles.

Decision Intelligence in IT Architecture: Learning From Data, Social, and Managerial Fields Decision intelligence is the discipline of turning information into better actions. It includes strategies for improving decision-making, reliable data-driven decisions, and avoiding biases.

How Big Transformations Get Done: Learning From Mega-Projects IT transformation projects face similar challenges as other mega-projects, often failing due to cognitive biases and poor planning. However, applying key lessons from successful projects—such as risk mitigation, modular design, and stakeholder engagement—can significantly improve their outcomes.

Summary

Summary A brief summary of this book.

To Probe Further: Online Appendix Overview An overview of the resources in the online appendix.

APPENDIXES

Appendix 1: Inspiration and Further Learning

Favorite Quotes My favorite quotes about architecture.

Bookshelf External key resources inspiring my work.

Appendix 2: Tools for Developing Soft Skills

Managing, Growing, and Hiring Architects Pointers to resources for managin, growing and hiring architects. When growing and hiring architects, it is crucial to continually raise the bar, ensuring that the team is composed of highly skilled and diverse individuals who can contribute unique perspectives and expertise.

Architect Archetypes Explores various architectural leadership archetypes and frameworks, including Will Larson’s Staff roles, Gregor Hohpe’s movie-inspired metaphors, Gergely Orosz’s software engineer archetypes, and TOGAF’s structured approach, providing insights to help architects define their roles and responsibilities effectively.

Effective Communication A summary of several resources that can help you communicate more effectively, provide good feedback, and lead tough conversations.

Working With Toxic Colleagues A summary of how challenging personalities like the Kiss-Up/Kick-Down, Credit Stealer, and Bulldozer in high-pressure environments can undermine team dynamics, but documenting contributions and fostering transparency helps manage their negative impact.

Dealing With Scapegoating at Work Insights into how professionals in high-pressure environments, such as IT and software engineering, can avoid unfair blame for systemic issues through strategies like clear communication, documentation, and fostering shared accountability.

Appendix 3: Pragmatic Knowledge Resources

ISO 25010 Standard ISO/IEC 25010 standard focuses on product quality and system quality models providing a reasonably complete yet compact source for understanding software maintainability, security, reliability, and efficiency.

Cloud Design Patterns A mix of key distributed and messaging system topics combined with modern public cloud engineering themes.

High Performing Technology Organizations A summary of characteristics of high-performing technology organizations.

Appendix 4: Software Tools

Tools Tools I've built and use in daily architectural work.

Software Tools: Examples and Screenshots Screenshots of concrete tools I built as a part of Lightweight Architectural Analytics websites.

Building Lightweight Architectural Analytics A few practical tips on building lean architecture dashboards and documents (e.g., to create Lightweight Architectural Analytics) using simple, widely available tools.

Appendix 5: Other Things

Cheat Sheet Key points from all sections in one place.