At iCMG, doing architecture is not business but a belief, passion and efforts to bring in much needed engineering & mathematical maturity for IT systems for enterprise competitiveness & longevity.
For us, the justification of ROI on architecture is like justifying the investment on kid's education. This may sound an extreme case of pro architecture organization, but that’s how we are. The point we are trying to bring out that yardstick should be clearly defined to differentiate between ROI on investments vs ROI on creating assets. We need to look at the architecture related investments as one resulting in long term " assets" vs. short term "quick & dirty" gain.
You must have heard it "Managing a $50,000 new product/service line in its first year is harder than managing a $500 million business in its 20th year" - Jack Welch, 2005. Going global is just as challenging. New business and new global ventures have few customers or routines. Neither has a handy roadmap to profitability.
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