First 100 Days of Business Architecture Leader

The First 100 Days of Business Architecture Leader is a business fable outlining how a newly appointed head of business architecture in a large legacy corporation made a significant difference. Of course, as it is a fable, there is dramatization and compression of events and deliverables. Enjoy the First 100 days of business architecture leader, and share your thoughts with us about the content, format, and style. 

 Arrival Amidst the Storm

It was a gloomy Tuesday when Erica Exemplar, a seasoned strategist with an air of quiet confidence, walked through the glass doors of GiantMegaInc for the first time. On her shoulders rested the weight of her daunting role as the new head of business architecture. Her mandate was clear – to bring order to the chaos, reinvigorate the team, and align the architecture with the fast-paced, ever-changing market.

GiantMegaInc, once an industry leader, was a company in turmoil. It was caught in a brutal competition vortex, grappling with shifting customer preferences and an onslaught of new business models. The business architecture team, previously a powerhouse, was now a shadow of its former self, demoralized by previous mismanagement and directionless in the face of change.

Erica’s first meeting with the team was in the corner conference room. The faces around the table were a mix of resignation, skepticism, and hidden curiosity. Among them was the de facto leader, James, an old-timer who had witnessed the company’s highs and lows. He was notorious for his skepticism towards any change, especially from outsiders.

The air in the room was thick with tension. “I’m aware of the challenges we face,” Erica began, “and I also know that everyone in this room has the potential to turn things around.” Her words were met with incredulous glances, but she continued unfazed.

In the following weeks, Erica worked tirelessly to understand the core problems. She interviewed every team member, observed their work, and pored over data. Her findings were troubling – there was a lack of clear vision, poor communication, and an atmosphere of low trust. “It’s like we’re on different islands,” lamented Mary, a junior architect, during a one-on-one.

Erica soon discovered that her adversaries were scattered throughout the organization and not just within the team. Frank, the head of the development team, openly criticized her plans, declaring them to be “too radical and too quick”. The ongoing interdepartmental turf wars only added to the turbulence.

Despite the adversities, Erica’s resolve remained unshaken. In these first few days, she demonstrated an unwavering commitment to her team and the mission at hand. Small successes began to emerge; team meetings were more interactive, cross-departmental communication improved, and there was a renewed spark in Mary and several others.

On the 30th day, a small breakthrough occurred. A proposal Erica’s team submitted to the Product Division was accepted after an intensive review. The team gathered in the conference room where Erica had stood just weeks before. James raised a toast, “To Erica, who dared to believe in us when no one else did.”

Erica looked around the room. The faces were different this time – skepticism was replaced by cautious optimism. “This is just the beginning,” she said, smiling. There was still a long way to go, but the storm was starting to clear. It seemed like GiantMegaInc was ready for change after all. The real work was just beginning, and Erica Exemplar was prepared to face it head-on.

A Vision Takes Shape

With the first winds of change starting to blow through the halls of GiantMegaInc, Erica knew it was time to move from analysis to action. She retreated to her office, a wall entirely made of glass, offering a bird’s-eye view of the bustling city below. Here, she began to piece together her 100-Day Business Architecture Foundation Plan.

She thought of the first milestone – establishing open lines of communication. Without trust and transparency, the plan was doomed from the start. Her second milestone was to revamp the roles within the team, creating a structure that would promote collaboration and efficient task execution. The third milestone was introducing agile principles into their workflows, allowing for faster decision-making and problem-solving. Erica focused on integration for the fourth milestone, establishing seamless interactions between the Business Architecture team and other departments. Finally, the fifth milestone was to foster innovation, encouraging team members to take calculated risks and break free from the norm.

The next step was to discuss the plan with her team. She called a meeting, knowing the room would again be filled with mixed feelings. Erica started the meeting not with a PowerPoint presentation but with a narrative, painting a vivid picture of what the team could become.

The room fell silent as she unveiled each milestone, her vision translating into a tangible plan. She ended her monologue with a powerful assertion, “I believe in us, and together we can turn this vision into a reality.”

However, Frank, the head of the Development team, wasn’t easily swayed. “These ideas sound great in theory, Erica, but they are too ambitious, too fast. Our current methods have served us well so far.” He was met with nods of agreement from some corners of the room.

Undeterred, Erica responded, “Our environment has changed, Frank. We need to adapt, and we need to do it quickly. My plan is ambitious, yes, but it’s not impossible.”

In the following weeks, Erica’s plan began to unfold. She instituted open forums where team members could voice their concerns. She redefined roles, placing Mary in a position of greater responsibility. The atmosphere started to shift.

A small celebration marked the completion of the first milestone. Sitting around a giant table laden with pizza boxes and soft drinks, the team laughed and joked, a stark contrast to their first meeting.

When they successfully introduced agile methodologies, marking the third milestone, the celebrations were more significant. Even James, the old skeptic, commended Erica, “I had my doubts, but I can see the changes. We’re becoming a team again.”

As Erica looked around the room, she saw a team beginning to embrace change, united by a shared vision. The journey was far from over, and the path ahead was still challenging, but Erica Exemplar knew they had taken their first steps toward success. It was no longer just her vision; it was starting to become theirs.

Unfolding the Plan: Milestone One

The first milestone on Erica’s 100-Day Business Architecture Foundation Plan was to create open lines of communication. She understood the integral role of trust and transparency in fostering a cohesive, successful team.

Erica initiated a series of weekly team meetings, dubbing them “Open Mic Mondays.” It was a platform for everyone to voice their opinions, concerns, and ideas without fear of judgment. The first few sessions were met with hesitant participation. James, the senior team member, especially seemed skeptical.

“More meetings?” he questioned, a hint of disdain in his voice. “Isn’t that just more time away from our work?”

But Erica was unfazed. “James, your work involves more than just individual tasks. We’re a team, and understanding each other’s challenges and ideas is part of that work.”

Implementing this open communication wasn’t without its obstacles. Some members, like shy, introverted Alice, found it difficult to express themselves. Erica decided to introduce anonymous suggestion boxes and online forums to allow everyone to contribute in a way they felt comfortable.

Despite the hiccups, Erica was steadfast. She regularly provided feedback, praising good work and addressing areas of improvement. Slowly but surely, the team members began to open up. They started discussing the challenges they faced, even suggesting potential solutions.

Mary, the junior architect who had been given more responsibility, surprised everyone when she presented an innovative idea during an Open Mic Monday. “What if we could create a virtual simulation of our architecture? It would help us identify weak points before the final rollout.”

The room fell silent for a moment before erupting into appreciative applause. Even James looked impressed. “That’s an excellent idea, Mary. Good work.”

Weeks into the plan, Erica noticed a distinct shift in the team’s dynamics. The once demoralized group started showing signs of life and energy. They were beginning to communicate truly, and it was showing in their work.

On reaching the first milestone, Erica decided it was time to celebrate. She surprised the team with a lunch outing to their favorite local restaurant. As they gathered around the long wooden table, laughter filled the air.

“It’s good to see this team smiling again,” James confided to Erica as they left. His words, though simple, were a testament to the tangible shift that was happening.

Erica knew they were far from their final goal, but the progress was encouraging. Her 100-day plan was beginning to unfold, and it was reshaping the team, one milestone at a time.

Breaking Barriers: Milestone Two

Basking in accomplishing the first milestone, Erica’s focus shifted to the second one: revamping the roles within the team to foster collaboration and efficient task execution. She knew this change wouldn’t be easy. People were comfortable in their roles, and moving them would unsettle the equilibrium. But change was necessary.

Erica called a meeting. “We’ve made progress with communication,” she started, “but now it’s time to redefine our roles. We need to be a cogwheel where every piece interlocks perfectly.”

The reaction was a mix of curiosity and apprehension. Old-timer James immediately pushed back, “What we need is stability, Erica, not more changes.” But Erica calmly addressed his concerns. “James, we need both. Stability is important, but if we remain static in a dynamic world, we’ll get left behind.”

One by one, Erica discussed new roles, placing individuals where she believed their skills would benefit most. Mary, who had already proven her innovative thinking, was tasked with leading a sub-team on new design models. Alice, with her attention to detail, would manage quality control. With his vast experience, James was assigned the role of mentoring younger members.

The reshuffle was met with resistance, and even Erica’s staunch supporters, like Mary, had concerns. The murmuring and whispers grew louder as the days went by. Erica had to quell an uprising. She held one-on-one meetings, listened to concerns, and reassured everyone about the vision behind the changes.

Alongside managing her team, Erica had to navigate the treacherous waters of internal politics. The development head, Frank, saw the role changes as an unnecessary distraction. “We have deadlines, Erica. Your little team experiment is slowing us down.”

But Erica stood her ground. “My ‘team experiment,’ as you call it, will increase our efficiency in the long run, Frank. You need to trust the process.”

As the weeks rolled on, the initial resistance began to wane. People were starting to adapt to their new roles. Mary’s sub-team presented a model that wowed even the cynical Frank. Alice’s strict quality checks prevented a potentially disastrous rollout. And under James’s tutelage, the younger team members thrived.

Celebrating this victory was a must. Erica arranged a team-building exercise at a local escape room, a symbolic gesture to the barriers they were breaking down. Amid the thrill of solving puzzles and shared laughter, Erica saw her team growing stronger and more confident.

Later that evening, as the team shared stories over dinner, James leaned towards Erica, “I was skeptical, I won’t lie. But seeing everyone today, working together, laughing together…you may be onto something, Erica.”

Milestone two was challenging yet rewarding. Erica had started breaking the barriers of resistance. The changes were not just on an organizational chart but visible in the team’s spirit. Erica was reshaping not just roles but also mindsets. Her vision was becoming a reality, one milestone at a time.

Weathering the Storm: Milestone Three

As Erica’s plan advanced, the team reached midway, standing before the third milestone: introducing agile principles into their workflows. This transition meant more than adopting a new framework; it was a cultural shift that would test their adaptability.

Erica commenced training sessions, bringing in an external Agile expert. These sessions, filled with colorful sticky notes and whiteboards brimming with ideas, were a whirlwind of learning. However, not everyone was thrilled.

“I’ve been in this industry for 30 years,” James grumbled during a training session, “and now I need to learn all this new-age mumbo-jumbo.” He wasn’t alone. The complexity and newness of Agile principles left many overwhelmed.

Despite the resistance, Erica stayed persistent. She ran through simulations, patiently explained concepts, and emphasized the benefits of Agile principles.

A significant hurdle arrived when they started their first sprint. The Development team, led by Frank, was less than supportive. “This Agile stuff is messing with our schedule,” he complained. “Your team is focusing on processes rather than delivering results.”

Erica held a meeting with Frank and her team. “We’re learning, Frank. Yes, there are teething problems, but once we streamline this, we’ll deliver better and faster than ever.”

During the meeting, a disagreement arose between Mary’s team and Frank’s developers. They had interpreted a requirement differently, leading to unnecessary rework. The tension was palpable.

Seeing the chaos, Erica saw an opportunity for a real-world lesson. “This is exactly why we need Agile,” she said, silencing the room. “Agile isn’t about processes; it’s about collaboration and responding to change.”

With Erica’s guidance, they addressed the problem, adjusted their plans, and the sprint was back on track. The incident had been a storm, but it left a clearer understanding of Agile principles behind it. The team started seeing value in constant communication, rapid feedback, and adaptive planning.

To celebrate the completion of this milestone, Erica threw a halfway party. The office was decorated with streamers and balloons. “50 Days Down, 50 To Go!” was written on a large banner. As the team enjoyed the music and food, Erica raised a toast. “We’ve weathered the storm, and I’m proud of how far we’ve come. Now, let’s get ready for the next half.”

Later that evening, James approached Erica with a thoughtful expression. “Erica, I wasn’t sure about all this Agile stuff. It’s still confusing, but I see its value now. We’re not just working faster; we’re working smarter.”

Standing amidst her team, Erica felt a sense of achievement. They were halfway through their journey, and although the path had been tough, they had emerged stronger and more resilient. Erica knew the challenges wouldn’t cease, but she knew her team was prepared to weather any storm. Milestone three was complete; the journey continued.

The Turnaround: Milestone Four

Milestone four was all about re-energizing the team and fostering a positive, collaborative work culture. Erica had laid the foundation; it was time for a transformative change.

Erica launched “Transformation Tuesdays,” dedicated to team-building activities. On Tuesday, they were building Lego towers, testing their collaborative skills. On another, they participated in a creative workshop, painting a mural on the office wall.

Despite the fun activities, Erica noticed that the years of mismanagement had left deep-rooted skepticism. Some members, like Peter, a mid-level architect, dismissed these initiatives as distractions.

“It’s all well and good, Erica,” Peter said during a team meeting, “but when do we focus on the actual work?”

Erica understood his skepticism. “Peter,” she responded calmly, “our ‘actual work’ isn’t just designing architectures. It’s also about creating a positive environment where we can thrive. We’re not just building systems; we’re building a team.”

Erica knew she needed more than team-building activities. She introduced a rewards and recognition program to highlight outstanding performance. When Alice identified and rectified a critical flaw in a blueprint, Erica didn’t let it pass unnoticed. She presented Alice with the “Architect of the Month” award during a team meeting, acknowledging her contributions in front of the entire team.

However, Erica’s approach wasn’t just about celebrating the highs but also about supporting each other through the lows. Erica was the first to reassure the team when a project encountered an unexpected setback. “Failures aren’t setbacks; they’re opportunities to learn and grow,” she said, keeping morale high.

Slowly, the atmosphere began to change. The once demoralized team started showing up with renewed energy. Ideas were exchanged freely, team members supported each other, and productivity soared.

As they hit the 80-day mark, Erica couldn’t help but marvel at the turnaround. The milestone celebration was not just a celebration of their achievements but also of their transformation. Erica arranged a gala dinner for the team at a fancy restaurant. The smiles around the table, the camaraderie, and the buzz of animated conversation were proof of their journey.

Later that night, Peter approached Erica. “I have to admit, I didn’t get your plan initially. But seeing everyone today… I realize the ‘actual work’ is more than our tasks. It’s about us as a team.”

The fourth milestone had been a challenging yet enriching journey. Erica had not only revived a sinking ship but was also steering it toward a brighter horizon. The team’s morale was at an all-time high, their collaboration was strong, and their spirit was unbreakable. The turnaround was real, and Erica knew they were ready for the final stretch.

Innovation in Action: Milestone Five

With high spirits and a strong sense of unity, the team approached the final milestone: integrating innovative technologies into their architectural design. Erica knew that to achieve this; she needed to inspire a culture of innovation and creativity.

Erica introduced “Innovation Fridays”, where team members would brainstorm new ideas, experiment with the latest technologies, and present their findings. She encouraged a “no idea is a bad idea” mentality, fostering a safe space for creativity.

However, innovation did not come without resistance. One Friday, during a session exploring the use of artificial intelligence in their architecture, James voiced his concerns. “This all sounds great in theory, Erica, but are we trying to replace ourselves with robots?”

Erica was quick to assuage his fears. “No, James, we’re trying to enhance our capabilities, not replace them. Technology is a tool that helps us do our jobs better.”

Under Erica’s guidance, the team started creating innovative solutions, integrating their designs into cloud computing, machine learning, and blockchain technologies. They worked long hours, researching, experimenting, and pushing their creative boundaries.

However, the journey was far from smooth. Their first design integrating AI ran into severe performance issues. The client rejected another design for being too radical. But Erica stood firm, encouraging the team to learn from their failures and keep pushing forward.

The breakthrough came when Mary’s sub-team developed a cloud-based architecture model that was robust, efficient, and met the client’s unique needs. Seeing the potential, Erica quickly involved Frank’s developers to bring the model to life. When it was finally ready, it was nothing short of a masterpiece.

The model was presented to the senior management and received widespread acclaim. The CEO, who had been initially skeptical of Erica’s radical approach, was visibly impressed. “This is innovation; this is the future,” he commended, “Well done, Erica, and well done, team.”

The celebration of the fifth milestone was grand. Erica threw a big office party with music, dance, and a cake shaped like a cloud to honor their cloud-based model. It was a night of laughter, shared stories, and well-deserved recognition.

Toward the end of the celebration, James approached Erica, a twinkle in his eyes. “I was skeptical, Erica, about all this ‘innovation’. But seeing what we’ve achieved, I have to say… maybe I could get used to working with these ‘robots’.”

In the end, milestone five was not just about integrating technologies; it was about integrating an innovative mindset. Erica had transformed her team, turning a group of demoralized individuals into a dynamic, innovative, and successful unit. The 100 days were over, but their journey was just beginning. Erica had set them on a path of constant learning, growth, and innovation, and they were ready to soar.

Final Sprint: Days 91-100

The final ten days of Erica’s plan were not just a sprint toward the finish line; they were a testament to the transformation that had taken place at GiantMegaInc. The past 90 days had brought challenges, but more importantly, they had forged a resilient, innovative team out of chaos.

These last days were about refining their work, perfecting their innovative solutions, and showcasing their newfound agility. Each day was filled with progress reviews, brainstorming sessions, and tweaking designs. The once-dejected team now worked with undeniable energy and synergy.

However, the final stretch was not without its trials. They faced a significant setback when a crucial client presentation was abruptly moved up, giving them three days to prepare. The team worked tirelessly, fine-tuning their innovative architectural designs and rehearsing their presentations.

The presentation day arrived with an air of anticipation. The room was filled with high-ranking officials and the skeptical CEO, whose eyebrow-raising expressions were known to unnerve even the most seasoned veterans. Erica watched her team present, her heart pounding. She could see the transformation in them. Their confidence, seamless teamwork, and enthusiasm were evident, infectious even.

After a tense Q&A session, the CEO, maintaining his poker face, thanked them for the presentation. As the team returned to their office, the weight of the day’s effort hung heavy, leaving them anxious about the outcome.

The following day, the team was summoned by the CEO. The room fell silent as the CEO started to speak. “Yesterday’s presentation was… impressive,” he began. His stoic face broke into a smile. “Your dedication, your innovation, your teamwork. That’s the future of GiantMegaInc.”

The room burst into applause. The CEO’s words were more than a seal of approval; they were an acknowledgment of the team’s transformation and the storm they had weathered under Erica’s leadership.

On the 100th day, Erica called for a celebration, a ‘Centurion Celebration,’ as she termed it. The team gathered, their faces lit up with pride, joy, and a sense of accomplishment. Erica stood before them, not just as their leader but as a teammate who had journeyed with them.

“I’m proud of you all,” Erica said, her eyes sparkling. “We faced challenges, we overcame adversities, and we emerged stronger. We are not the same team that started 100 days ago. We are better. We are stronger. We are innovators.”

As Erica’s 100-day plan concluded, it was clear she had achieved more than reviving a team; she had set the stage for GiantMegaInc’s future. She had instilled a culture of resilience, innovation, and agility that would drive the company towards uncharted territories of success.

As the team celebrated late into the night, Erica looked around. She saw a team and a family, a unit that trusted each other, worked together and dreamed together. The 100 days were over, but their journey was just beginning. And Erica knew they were ready for whatever came next.

Reflection and Future Visions

The last page of the 100-day plan was turned, and the last milestone was celebrated, but for Erica and her team, it was merely the end of one chapter and the beginning of another. The silence of the now-empty office space echoed the trials, triumphs, and transformations that had occurred there. The disarrayed Business Architecture team was now an emblem of synergy, innovation, and resilience.

Erica sat alone in her office, reflecting on the journey. The memory of her first day was still fresh in her mind – the skeptical faces, the uncertainty, the chaos. She recalled how each milestone had chiseled the team into shape, how each adversity had made them stronger.

She remembered her conversation with James about the fear of automation, how Mary had triumphed over her shyness to present an innovative solution, and Frank’s reluctant transition from a doubter to a believer. She thought about the hurdles, the late nights, the countless cups of coffee, and the moments of despair. But she also remembered the victories, the joyous celebrations, and the jubilant faces when the CEO had praised them.

Erica opened her laptop and began drafting her ‘100-Day Reflections’ email to the team. She wrote about their journey, their growth, and their success. She commended them on their perseverance and adaptability. She emphasized that the real victory was not the completed milestones but their journey to reach them.

When she clicked ‘send,’ it wasn’t just an email that went out, but a beacon of appreciation and acknowledgment, a testament to their shared journey, a reminder of the transformation they had brought about together.

As Erica looked toward the future, she was filled with hope. She had big plans for the team and the company. She envisioned GiantMegaInc becoming a leader in business architecture, known for its innovative solutions and agile methodologies.

She saw her team growing, learning, and pushing boundaries. She saw them becoming mentors for the next generation of architects in the company. She saw them overcoming future adversities, emboldened by their past victories.

As she left the office that evening, she stopped by the team’s common area, now filled with sketches, diagrams, and post-it notes from their brainstorming sessions. She looked at the ‘Milestone Wall’ they had created; the five completed milestones were a testament to their journey.

She reached into her bag, pulling out a sixth Post-it note. She wrote, “Milestone 6: Leading the future,” and stuck it on the wall.

As Erica exited the building, she looked back one last time, her eyes tracing the transformation that had occurred within those walls. The night was dark, but the future was bright, illuminated by the visions she carried with her. The 100 days had ended, but the journey of Erica and her team at GiantMegaInc was just beginning.

Erica Exemplar: An Exemplary Business Architect

The story of Erica Exemplar, as it unfolded over the course of a hundred days at GiantMegaInc, was more than a tale of a business architect. It was a story of transformation, resilience, and leadership that bore lessons for architects and anyone embarking on a journey of change and growth.

Erica demonstrated a unique leadership style throughout her journey – a blend of empathy, transparency, resilience, and vision. She had inherited a team grappling with fear, uncertainty, and disarray. But rather than imposing change, she led by example, by listening, and by involving everyone in shaping the vision.

The adversities were many – skeptical peers, complex business challenges, rapidly evolving technologies, and tight timelines. But Erica navigated these hurdles with grace and fortitude, transforming each adversity into an opportunity for growth. She taught her team not to dread change but to embrace it, not to avoid challenges but to rise to them.

One of the most memorable adversities was Frank, the long-time skeptic, who resisted change. Erica could have sidelined him, but she engaged him, winning him with patience and persistence. In doing so, she sent a powerful message to the team – that every voice mattered, that every team member was a crucial piece of the puzzle.

The impact of Erica’s leadership was evident in the team’s transformed outlook and the quality of their work. From being on the brink of dissolution, the Business Architecture team emerged as an agile, innovative unit that won the CEO’s appreciation and delivered impactful solutions.

The big and small celebrations marked their journey – each one a testament to their effort, commitment, and transformation. From the “Milestone Parties” to the grand “Centurion Celebration,” Erica ensured that success, however small, was acknowledged and celebrated.

But perhaps the most significant transformation was in the culture of the team. From a culture of fear and disarray, Erica instilled a culture of collaboration, innovation, and resilience. The change was palpable, from their interactions to their presentations, meetings, and milestone parties.

For the reader, Erica’s story underscores the importance of leadership in transforming teams and businesses. It serves as a blueprint for leading change, for driving innovation, and for building resilient teams. The lessons are manifold – from involving the team in vision building to embracing adversities, from leading with empathy to celebrating every success.

The story of Erica Exemplar is a testament to the power of leadership, resilience, and vision. It stands as an inspiring narrative for leaders navigating change and adversity. Erica’s 100-day journey at GiantMegaInc may have concluded, but the echoes of her exemplary leadership continue to resonate, inspiring every reader who embarks on their transformation journey.

100-Day Business Architecture Jumpstart Plan

This plan aims to provide a strategic, action-oriented roadmap for revitalizing the Business Architecture team and fostering an environment of collaboration, innovation, and resilience.

Day 1-10: Understanding the Landscape

1. Meet the Team: Schedule individual meetings to get to know team members personally. Understand their roles, challenges, and aspirations.
2. Review Past Projects: Understand the current state of business architecture processes and projects. Identify areas of strength and areas needing improvement.
3. Stakeholder Engagement: Meet with other department leaders and executives to understand their perspectives on business architecture and their expectations.

Day 11-30: Building a Vision

4. Identify Goals: Based on your understanding from the first phase, outline clear, measurable goals for the team.
5. Strategic Planning Session: Conduct a team-wide session to discuss and refine the vision and goals. Involve the team in decision-making processes to foster ownership.

Day 31-60: Establishing Foundations

6. Process Optimization: Identify bottlenecks in existing processes and work on streamlining them.
7. Training and Skills Development: Identify skill gaps within the team and organize training sessions. Promote continuous learning.
8. Communication Channels: Establish open and effective communication channels. Encourage transparency and open dialogue.

Day 61-80: Fostering Innovation and Agility

9. Innovation Sessions: Organize brainstorming sessions to encourage creative thinking and innovative problem-solving.
10. Agile Methodologies: Implement Agile practices in project management to improve flexibility and productivity.

Day 81-100: Driving Outcomes and Growth

11. Measure Progress: Regularly track and review progress towards goals. Adjust strategies as necessary.
12. Celebrate Success: Recognize and celebrate individual and team achievements, no matter how small, to boost morale and motivation.
13. Prepare for the Future: Based on learnings from the first 100 days, plan for the next phase. This could include expansion, tackling more complex projects, or new methodologies.

Closing Thoughts:

The journey of transformation is continuous. It requires persistent efforts, agility, and an open mindset. Embrace changes, learn from failures, and celebrate successes.

Remember, this plan is not rigid; it’s a guiding framework. Adapting it to your unique team and organizational context is the real magic. Use it as a starting point, then build, iterate, and improve as you move forward. The goal is to build a resilient, high-performing Business Architecture team that adds value to the organization.

Good luck on your 100-day journey!