Stuart Boardman

After 15 years almost making a living as a musician Stuart found himself almost by accident in the information technology business, which led him to enterprise architecture, which actually isn't really about IT at all. A self-proclaimed unrepentant hippy, Stuart is drawn to Social Business by the combination of the conviction that the world really could be a better place (Social) and the attraction of practical realism (Business). It gives him the opportunity to combine his analytical skills with a passion for change.

Right now he's writing a book about how all this comes together (you're reading it here). Now if he could only find a way to get music in there too...

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Stuart Boardman's Latest Posts

Lawyers, Guns and Money

Filed in Episode 3 by on March 12, 2014 0 Comments
Lawyers, Guns and Money

Last week I tweeted If corporations were socially responsible, we wouldn’t need a name for it. and was taken aback by how many retweets I got for it. It obviously struck a chord with a lot of folks. And, picking up on my previous post, it has everything to do with how vested interests respond […]

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Washing Machines, Rights and Responsibilities

Filed in Episode 3, Uncategorized by on March 3, 2014 2 Comments
Washing Machines, Rights and Responsibilities

Why is it so hard to get something repaired? Why is it so hard to find out how to do it yourself? Why do we make so little effort to change this? I had a relatively new washing machine, which every few months refused to work for a week or so. Obviously an electrical or […]

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Requisite Scatter

Filed in Episode 2 by on June 14, 2013 0 Comments
Requisite Scatter

In my first blog on this site, ‘For What It’s Worth’, I referred to Ross Button’s Scatter Architecture.

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Mr Ashby’s Bright Idea

Filed in Episode 2 by on June 1, 2013 4 Comments
Mr Ashby’s Bright Idea

Great theories come in two sorts: the type that is so fundamentally foreign to one’s existing worldview that it’s a major effort to get your head round it (think Special Relativity here); and the type that is so staringly obvious that you can’t believe you didn’t think of it yourself – but you didn’t.

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The Darkness

Filed in Episode 3 by on April 15, 2013 6 Comments
The Darkness

These are dark times, let’s face it. We’re still deep in the worst economic depression since the 1930’s and the number of people one knows personally who are directly hit by it just increases.

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How The Light Gets In

Filed in Episode 1 by on April 5, 2013 3 Comments
How The Light Gets In

The rate of change, the number of sources of change and the impact of change are at an unprecedented level in human history. Has it now reached such a pitch that change itself is a paradigm changing phenomenon, regardless of the content of the change?

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A Science of Enterprise Architecture? Really?

Filed in Episode 2 by on April 5, 2013 5 Comments
A Science of Enterprise Architecture? Really?

I’ve seen quite a few discussions over the last couple of years about whether enterprise architecture (EA) is amenable to disciplined, rigorous methods – sometimes described as a scientific approach. A lot of what I’ve seen strikes me as anything but scientific.

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The Interconnectedness Of All Things

Filed in Episode 1 by on March 22, 2013 0 Comments
The Interconnectedness Of All Things

This site nearly got called The Hitchhiker’s Guide To The Enterprise. My admiration for Douglas Adams only seems to increase with the years. Now he’s provided me with inspiration for the second blog in a row.

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The “Answer” Is Always 42

Filed in Episode 3 by on March 20, 2013 4 Comments
The “Answer” Is Always 42

Douglas Adams, for those who may possibly not be aware of him, was an English author best known for his The Hitchhiker’s Guide To The Galaxy series of books (originally a radio show).

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For What It’s Worth

Filed in Episode 1 by on March 3, 2013 1 Comment
For What It’s Worth

We live in a world where the rate of change, the sources of change and the potential impact of change is greater than it ever was before. Strategic decisions have to be taken in the face of a considerable degree of uncertainty, so we have to learn the art of building the management of uncertainty into our strategies.

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