November 2020

"These last months, I'm living by the minute." When we speak to Marc Hofman in full corona crisis, every time slot in his virtual calendar is fully booked. Nevertheless, he gladly takes time to look back on the collaboration with Myreas over the past year, as it has been so decisive for the evolution of enterprise architecture within Colruyt Group.

From ERP over Apple to aviation

"I came into contact with enterprise architecture - although we didn't call it that at the time - myself in 1983, when I was working for the first time on the implementation of an ERP system. A few years later, in my early thirties, we were also running things at Apple according to a similar methodology. But it was only in the aviation sector in the mid nineties that I “really” came into contact with the concept of enterprise architecture and value chains. I often still use the metaphor of an airplane, with its numerous components and the importance of having them working seamlessly together, to explain to an  organization the importance of the different kinds of architecture and their interrelation."

Let it be clear: as a former CFO and COO of Colruyt Group, Marc Hofman has already swum through many professional waters. Although he is a solid believer of enterprise architecture, he will not fail to keep asking enough critical questions on the subject.

The essential catalyst

“In principle, I try to stick to a few basic questions as much as possible. What are we going to do together? What are we not only going to do together, but also do in the same way? And what are we not going to do in the same way, but are we going to learn from each other's information or systems?" It seems deceptively simple when you hear him say it. Of course, it helps if you are working in an organization where everything starts from an architectural point of view. “I've only been around for 7 years at Colruyt Group, but I have noticed that strong foundations have been set-up in the past. I do see Myreas as an essential catalyst to further leverage that unique expertise and to assist us embedding enterprise architecture even broader and deeper to shape the future of Colruyt Group.""

Capability thinking is often a common thread during meetings. Although one should also be vigilant not to become over-depending  of architecture. One cannot wait for enterprise architecture for the smallest decision. "You need to remain agile and act swiftly enough as an organization to test new developments; of course, before you push that scale up button, it goes without saying to look at it from an enterprise architecture perspective", says Hofman.

No universal truth

What still makes it so fascinating to him is the fact that there is no universal truth in enterprise architecture. "Sometimes you start looking at the capabilities from the process. Other times the capability is so essential that you have to consider adjusting the process if necessary. I have already noticed that people sometimes have a hard time with that dual view. So I consider it as part of my job to keep explaining the “why” of capabilities, chain processes and the relation between them."

Clear communication remains an important asset for every enterprise architect to get people engaged. If only everyone would bring it up with the same conviction and persuasiveness as Marc Hofman does. We let him know off the record that we are still looking for new people, but unfortunately it turns out he’s still very satisfied in his current role. 😉