5 months after establishing our twitter presense, @Pivotic has gained 1200 followers on twitter!
Pivotic is looking for truly excellent architects that are ready and willing to be part of the most genuine hard-core, effect focused, and exciting company existing in the Nordic countries today. We are looking for architects that have an excellent understanding of business that matches their unparalleled understanding of technology. We offer the opportunity to work with highly challenging customers, access to the Pivotic Knowledge body of methodology, and the opportunity to succeed dramatically with the team of intensly dedicated architects that is Pivotic.
Today @Pivotic passed 200 followers on twitter, totalling 221 followers by the end of the day. This marks a milestone for Pivotic, signalling a general high market interest in focused, delivery oriented consultancy services within Enterprise Architecture and Business Technology Architecture.
Pivotic was started as a company on the 12th of November 2012 by the founders Christian Wig and Geir Egil Myhre.
Business- and Enterprise Architecture is the fundamental platform for successful execution of business vision and strategy, and the key enabler for a business ability to evolve and prosper over time.
All businesses operate under a set of operational constraints that are defined by their business- and enterprise architecture. However, often the business- and enterprise architecture has not been sufficiently planned, managed - or even aligned with the business strategy and goals. The result will be that the business finds itself unable to execute on its strategy and attain its goals, often experiencing lack of profitability, lack of customer satisfaction, increasing cost base that escalates, and similar sympthoms. On the strategic level, businesses may find themselves unable to execute on strategic initiatives like horizontal expansion into new markets, succesfull consolidation after merger or aquisition of another company,and similar.
The possible situations and sympthoms are many, but the alignment between business and technology sits at the core and is manifested through the business- and enterprise architecture.
Furthermore, when the business is exposed to change, either driven internally or externally, the business- and enterprise architecture will determine the business ability to react and respond to the change.
Successfully planning and implementing a foundation for business execution that enables a highly profitable and competitive business, requires expert knowledge within both the business domain and the technology domain. Also, creating a foundation for business execution that is agile enough to sustain the strategic scenarios that the business will have to respond to in the future, thus protecting investments and competitive advantages, requires a deep understanding of the strategic position of the company and the requirements this puts to the business- and enterprise architecture.
Pivotic has extensive strategic experience from several industries, including Telecom, Software, Media, Finance, and Public Services. Furthermore, we have a deep understanding of both business itself, as well as the technological aspects of actually making sure that the business- and enterprise architecture provides a sound and agile foundation for a highly profitable, competitive business.
Our proven, holistic approach to business- and enterprise architecture is unique within the Nordic countries.
A well planned product strategy lies at the heart of subsequent succsessful product management, and the product architecture and the roadmap is the realization of that strategy. In order to succeed, a business focusing on services or products must develop unique selling points, capitalize on their strengths, mititgate their weaknesses, be strategically positioned to seize opportunities and be ready to react to threats.
The product architecture is the enabling factor makes the product strategy feasible for execution. Products that suffer from a product architecture that is either not agile enough to sustain change, or where the product architecture is misaligned with the product strategy, the overall business model, the underlying IT architecture, the operational processes for selling and marketing the product, or similar, will find it very hard to succeed.
Businesses often find themselves in a situation where this misalignment is felt strongly and reflected in the financial perspective, but where the actual root-cause problems and blockers are very hard to spot because they are often found on a very deep technical level within the product architecture. In order to handle this situation, it is necessary to get to grips with the product architecture and identify opportunities for change.
The IT architecture of a business is one of the pillars supporting the execution of that business, and one of the critical components in both product architecture and enterprise architecture.
The IT strategy of a business must, however, take into account all products and services offered by the company, and also the whole portfolio of running projects – some of which may be development projects and other that may be customer implementation projects. Furthermore, changes to the IT architecture tend to involve expensive investments and are often risk-prone.
The primary goals of the IT strategy are therefore usually to optimize for the required level of service, at the lowest possible cost.
Very often, however, this optimization require decisions that are of a highly strategic nature, and often reversible only at a great cost – typically involving standardization on a single technology or outsourcing part of the operation.
The resulting rigidness stands in stark contrast to the necessary business agility that is required if business is to respond to changes and maintain its competitiveness.
Consequently, the IT architecture must be planned to accommodate for necessary adjustments to the IT strategy, which must follow as the business strategy adopts to changes in business context.
Geir Egil Myhre has 20 years of experience in the IT industry, and has held positions as Product Marketing Director, Chief Architect and Chief Strategic Officer.
He has extensive experience on all levels of Business Strategy, Enterprise Architecture and Product Management. He has built and revitalized product development organizations, and has extensive process experience in complex distributed organizations and offshore development.
Christian has been working in the consultancy business since 1984, focusing on improving business results by coupling business development and technology. His specializes in strategy, business developement, program management, and enterprise architecture. He has extensive and unique experience from the telecom, media and IT industries, but has also been working within the health industry, finance, the energy sector, retail, and education.
Christian has executed a large number of strategy processes, he has managed a number of large change- and integration programs, and he has succsessfully executed complex turn-around operations of large IT companies. He is also an much-used advisor for investment and private equity companies, for both specific investments as well as advisory of marked- and technology trends within telecom and IT. Christian has had the QA role for a number of very large programs and projects.
We are on a mission.
The field of Enterprise Architecture encompasses many disciplines, and the practice is still very immature. We are a company of highly experienced "battle hardened" Enterprise Architects who recognize both the challenges and the values related to the Enterprise Architecture discipline, and we have seen through experience how both companies and projects can succeed dramatically by using it correctly - or fail spectacularly by "getting off on a wrong foot".
It is possible to spend an enormous amount of resources on Enterprise Architecture, without getting any real value from the work. It is also possible to spend a carefully calculated amount of resources on Enterprise Architecture, and get dramatic benefits that outweigh any other initiative a company may instigate. We are singularly focused on tangible business benefits, and we achieve this for our clients by employing our experience, passion, and thought-leadership within architecture.
We are feverently passionate about our work, and we continually measure ourselves by our ability to make our client succeed.
We seldom fail.