Tag Archives: organisational design

Re-Legacy: The Debt of Deferred Structure

Cloud migration often preserves rather than eliminates legacy when structural redesign is deferred. Re-legacy occurs when outdated domain boundaries, embedded behavioural coupling, and implicit integrations are rehosted under modern infrastructure abstractions. This compounds structural debt, financialises complexity, and stabilises fragility under the banner of transformation. True modernisation requires deliberate structural intervention (redefining boundaries, clarifying state ownership, and reducing coupling) not merely upgrading the substrate.

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Scale by Geoffrey West Reviewed: Where Physics Meets Hubris

Geoffrey West’s Scale seeks universal mathematical laws of growth across biology, cities, and corporations. It’s bold, partly right, and mostly over-extended. The biological physics hold up; the social analogies don’t. Useful for thinking about efficiency, fragility, and systemic limits; but best treated as heuristic, not law.

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What It Means To Be A Business/Technology Architect In A Post Agile, Post AI World

What does it mean to be an architect in a post-agile, post-AI enterprise? This article explores architecture as sense-making, navigation, and organisational memory rather than artefact production. It examines the evolving role of domain and enterprise architects, the value they bring to fast-moving change programmes, and how good architecture enables speed without fragility by preserving coherence, optionality, and shared understanding over time.

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