Kimberly Floss

One of the most powerful aspects of ArchiMate is its ability to connect strategy with capabilities. The strategy-to-capability view provides a clear picture of how stakeholder drivers and goals translate into the maturing of business capabilities that enable real outcomes. In this example I create for SDLC governance, you can see how drivers like reducing risk and increasing stakeholder satisfaction flow down into goals such as reducing technical debt and improving time to market. These then align to expected outcomes, which are delivered through specific courses of action. Finally, those actions map directly to the capabilities that the business needs to mature, such as enterprise risk management, technology risk management, and enterprise architecture. This linkage is the essence of business architecture while using strategy and capabilities as the backbone. It creates traceability from executive priorities all the way down to the capability enhancements required to deliver them. It also provides a structured way to show where investment in governance, architecture, or tooling pays off in tangible business terms. Curious to hear from other architects. Are you using this type of view in the architecture vision or business architecture phase of the TOGAF ADM? If so, how has it helped align stakeholders and drive capability maturity discussions in your organizations?

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Often long lived or nascent enterprise challenges float around looking the org for an owner and in my experience, a lot of the time they end up landing in Enterprise Architecture. The practice seems to collect a lot of "enterprise problems" that aren't necessarily "architecture problems" but need solving nonetheless. Possibly one of the traits we encompass which is to work across whole organisation that naturally lures these kinds of problems towards us. I often use the adage "an architect should wear many hats" so why not the practice itself, bringing teams together trying to ideate over problems where technology might be a potential solution but often more likely lies between people and process. From the desk of the Head of Technology Architecture and Governance (and Security of Critical Infrastructure legislation interpretation and Asset Management planning and Horizontal Technical Platform definition and Total Cost of Ownership attribution... 😅) #enterprisearchitecture #wearerofhats

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The older I get, the more I appreciate the simplicity and elegance of a good Merkle Tree and its ability to roll up immutable hashes of datasets, especially when placed on a public decentralized and uncensorable timechain. A money ledger is a great use-case for this type of roll-up; however, one can think of other use-cases, like voting results by county, state, or jurisdiction.

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At P&G, technology isn't just a supporting function—it's a strategic enabler for growth, innovation, and consumer satisfaction. We're maniacally focused on understanding the wants and needs of the consumer, and technology is how we deliver on that promise. Earlier this summer, I had a fantastic conversation with Peter High on his Technovation podcast. We dove deep into how P&G is leveraging technology like AI, automation and data analytics to improve our operations, elevate consumer experiences, and create greater efficiencies. A few of the key highlights from our conversation: +Data-Driven Innovation: Our AI Factory integrates data across the value chain, enabling faster problem-solving and smarter decision-making. In Brazil, AI improved P&G’s out-of-stock rates by 15 percentage points – a game-changer in our industry! +End-to-End Supply Chain Visibility: With tools like our Pampers Club app, we’re able to ensure that consumers have the essentials they need. +Upskilling for Digital Fluency: We’re investing in workforce training through partnerships with Harvard Business School and Boston Consulting Group (BCG) to ensure everyone can leverage new digital tools like AI effectively. +AI as a Workforce Enabler: We are using AI as a facilitator of productivity to help employees focus on higher value tasks and initiatives. Leveraging AI across the business enhances efficiency and scales operations without burnout. +A Bright Future Ahead: I’m excited about the potential of reasoning models and agentic AI, which have the potential to eliminate dashboards by allowing us to “talk to the data.” Quantum computing offers the potential to optimize supply chains and operations at unprecedented levels.   #PGInnovation is truly transforming how we operate and deliver value, always with the consumer at the center. I'm excited about the continued impact we'll drive in our industry. Ready to hear more about how we're leveraging technology to innovate? Listen to my full conversation with Peter here: https://lnkd.in/gPnKhP3D

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I am proud to announce Amazon is planning to invest $10 billion in North Carolina to expand our infrastructure to support AI and cloud computing technologies. The investment in the state is also expected to create at least 500 new high-skilled jobs and support thousands of other jobs in the Amazon Web Services supply chain. When Amazon data centers become a part of local communities, they serve as catalysts for opportunity, sparking job creation, increasing household incomes, and driving economic growth. If you’re curious to learn more: https://lnkd.in/gYdXW2Yw

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Tech leadership isn’t just about uptime anymore, it’s about upside. 🚀 The role of senior technology leaders has evolved. It’s no longer just about *keeping the lights on*. It’s about *powering the future*. Today’s CTOs and CIOs are expected to be just as fluent in revenue growth as they are in system architecture. That means mastering: 💼 Finance ⚖️ Compliance 🛠️ Go-to-market strategy 🏗️ And yes, still owning world-class engineering The next era of tech leadership belongs to those who can bridge business and technology with clarity, confidence, and curiosity. It’s not a shift, it’s a **step up**. Are you evolving with your role, or clinging to an old blueprint? #TechLeadership #EngineeringExcellence #CareerGrowth #FutureOfWork #CTOInsights #LeadershipDevelopment #Inspiration

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Legacy does not mean Outdated. "Legacy" can simply mean a system is time-tested and often contains unique, irreplaceable functionality tailored to the business. A system is only "Outdated" when its core technology is left to stagnate, becomes unsupported, and cannot be changed safely. Strategic companies continuously enhance the core engine of their legacy systems to maintain unique competitive advantage while eliminating technical risk.​ #BusinessStrategy #Innovation #Technology #CompetitiveAdvantage #LegacySystems

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