HiveRank (12285)

Lyndon Docherty

Chief Executive Officer


Work Different, Be the Difference.

In a nutshell

Business and technology consultant and HiveMind Chief Executive.


Temporarily unavailable


Pyrford, United Kingdom





Business Capability Modelling

Business Development

Business Planning

Business Strategy


Data Architecture

Design Thinking

Go to market strategy

Marketing Strategy


Value Proposition Design

HM Expert since

Wednesday April 30, 2014


Entrepreneur, Business Leader and Market Development Strategist with a strong business and IT services background and 25 years UK/European experience in both Blue chip and start-up businesses, refining and implementing innovative service and product sales and marketing strategies across multiple sectors.

Keen interest and track record of success in leadership, exec, non-exec director and active investor roles. Bringing knowledge, experience and skills necessary to responsibly grow service quality, diversity, enjoyment and revenues.

Current role details

Main areas of specialism and current responsibilities focus around overall organisational design and leadership, business development, financial planning, corporate strategy and value proposition design.

Lyndon's STAR Stories


Due to skills restrictions because of office location and limited flexibility in op-ex, this client was struggling to resource a major change programme with the right skills, just when they were needed most…


The CIO needed a way to call upon trusted peers for reputation based recommendations of experts that would make themselves available to help ah-hoc, not just on a fixed contract.


Working with the CIO we were able to understand the strategic priorities for the coming 6 months. These were mapped and confidentially circulated with trusted HiveMind members who then assisted in refining requirements with accompanying background insight.

Replace this leading sentence with an intro into the things you did, if relevant including re-written versions of the bulleted lines below:

  • What did you do to help… Better decision making using return on investment calcs
  • What did you do to help… Controlling costs and delivery without compromising quality
  • What did you do to help… Operate in an open risks culture
  • What did you do to help… Increased planning and forecasting efficiency and effectiveness
  • What did you do to help… Capability to demonstrate the benefits realised and ROI
  • What did you do to help… Increased confidence from the business
  • What did you do to help… Increased Ambition in Business Case Funding
  • What did you do to help… Increased insight from visibility of Portfolio Data
  • What did you do to help… Reduced over-budget Projects
  • What did you do to help… Reduced failure rate of Business Case approvals
  • What did you do to help… Reduced time of writing and approving Business Cases
  • What did you do to help… Fewer Risks / Issues identified late
  • What did you do to help… Reduced amount of business challenge
  • What did you do to help… Reduced number of problem projects
  • What did you do to help… Decrease in Project delays

Replace this leading sentence with an intro into the things you did, if relevant including re-written versions of the bulleted lines below:

  • What did you do to help… Move the organisation / teams up the maturity curve (descriptive -> diagnostic -> predictive -> prescriptive analytics)
  • What did you do to help… Improved data quality
  • What did you do to help… Helped promote a common understanding of the meaning of data
  • What did you do to help… Better trained staff
  • What did you do to help… Knowing what you’ve got and where it is
  • What did you do to help… Assured compliance with regulations
  • What did you do to help… Clarify / establish what constitutes a single view of the truth
  • What did you do to help… Faster access to reliable data
Typical areas where value is realised:
  • Higher proportion of projects fit for purpose, on time and on budget
  • Ability to clearly demonstrate value to the business
  • Increased credibility with and confidence from across the business
  • Improved project estimation and delivery capability (right first time)
  • Improved customer and colleague service and satisfaction
  • Greater acceptance of change – quicker to implement new changes
  • Higher delivery efficiency and effectiveness from clarity around process performance
  • Increased influence with suppliers
  • Greater financial control and predictability in delivery

Replace this leading sentence with an intro into the things you did, if relevant including re-written versions of the bulleted lines below:

Typical areas where value is realised:
  • What did you do to help… Higher proportion of projects fit for purpose, on time and on budget
Pains typically relieved include:
  • What did you do to help… Poor project/portfolio pipeline planning and estimation process

Replace this leading sentence with an intro into the things you did, if relevant including re-written versions of the bulleted lines below:

Typical areas where value is realised:
  • What did you do to help… Enhanced personal status of the CDO

Roles & Results

Gartner - Rainmaker (Show / Hide Details)

Requirements / Actions
Developed Gartner’s C-Suite relationships within major accounts. Role combined commercial responsibility with delivery team coordination to meet aggressive renewal, growth and new logo targets.
Delivery and Achievements
Increased business footprint, relationship quality and seniority level between Gartner and numerous key, enterprise clients over a two year period.

Trueways - Non-Exec Director (Show / Hide Details)

Requirements / Actions
Provide executive team with guidance on strategy, performance, risk, people, resources, appointments and standards of conduct to enable revenue growth and positioning for sale of the business.
Delivery and Achievements
Enabled business and brand growth whilst leading business sale negotiations enabling successful acquisition of the business by private equity investor.

Forrester - Rainmaker (Show / Hide Details)

Requirements / Actions
Developed C-Suite relationships within major enterprise clients, to drive revenue growth through new account acquisition and account expansion.
Delivery and Achievements
Delivered new revenue growth by 20%+ year on year with close to 100% client retention in professional services and travel sectors.

Business Advisory Organisation - Executive Advisor (Show / Hide Details)

Requirements / Actions
Delivery and Achievements
Developed/redeveloped business plans, strategy and structure for start-ups and business turnaround, sourcing and securing finance via government funding, private investment and angels networks.

Services Lyndon Manages

Service Icon HiveExec For Innovators Leaders (Reveal More OR View Full Page)

This service focuses on accelerating success for leaders responsible for Innovation within the enterprise

Service Icon HiveExec For Effective Sourcing Strategy & Delivery (Reveal More OR View Full Page)

For anyone responsible for sourcing at a strategic level, this on-demand service focuses on providing customised, flexible access to procurement expertise for continuous improvement of an organisations procurement capability.

Service Icon HiveExec For Security & Risk Leaders (Reveal More OR View Full Page)

This service focuses on accelerating and amplifying success for leaders responsible for Information and Technology based Security & Risk

Service Icon HiveExec for Business Architects (Reveal More OR View Full Page)

This service focuses on accelerating success for leaders responsible for Business Architecture

Service Icon HiveExec for Digital Delivery Leaders (Reveal More OR View Full Page)

This service focuses on accelerating success for Delivery Focused Leaders

Service Icon HiveExec for Finance Leaders (Reveal More OR View Full Page)

This service focuses on accelerating success for finance leaders

Service Icon Innovation Accelerator (Reveal More OR View Full Page)

A data-driven approach for diagnosing and capitalising upon systemic and tactical opportunities to uncover and nurture innovation across the enterprise.

Service Icon Digital Transformation Accelerator (Reveal More OR View Full Page)

The Digital Transformation Accelerator is a data-driven approach to diagnose your opportunities to improve your digital transformation as well as discovering new areas of positive change. Our expert consultants guide you through a rapid reflection and challenge process across the six perspectives of high performance digital transformation. The outcome will allow you to align your investment in time and effort to directly improve performance and drive increased value from digital transformation.

Lyndon's Insight Notes

Best practices and approaches for managing EA in an Agile... (Reveal More OR View Full Page)

Enterprise Architecture is one of our clients responsibilities, and they would like to understand the best practices and approaches of managing EA in an Agile environment.


We provide a brief outline of our understanding and experience of EA and Agile to set the context for our response:

EA is a facilitator to organisational change by consolidating multiple areas of architecture and providing services to change initiatives while driving clear and measurable outcomes. This is done by integrating frameworks, techniques, methods, tools, standards and principles within a community of architects who recognise and understand the implications of business change and can use these to deliver quantifiable business benefit.

Agile is an umbrella term for software development that considers how people collaborate to deliver software, in an iterative manner, with an emphasis on early delivery of working software over long-term planning, analysis, documentation etc.  This includes the use of frameworks, methods and techniques and a mindset that supports creating and responding to change and dealing with uncertainty. These are achieved by empowering multidisciplinary teams.


To understand EA in an Agile setting it is necessary to address two questions:

  1. How effective is your current EA?
  2. Are you using Agile as a set of techniques and methods vs has your organisation adopted an accelerated culture?

In this response, we’ll take a quick look at each of these and then consider the issues of EA in an Agile setting from the perspective of available frameworks, experience and research.

Current EA – experience shows that in many organisations EA is not a facilitator, that it is too academic and, in some cases, self-serving (with very fine and complicated diagrams to support this!) and with long cycle times for requirements gathering and solution modelling. Often there’s a real or perceived disconnect between the activities of EA and what is (or needs to be) delivered on the floor.

EA can be slow-moving; thinking deeply about the long-term implications of its actions before it acts. It also seeks to remove uncertainty, preferring to wait for clearer requirements before acting.

EA often holds a governance role, leading a board that approves technical decisions and occupying a seat on a board approving business change decisions.
The scope of EA may encompass aspects of organisational design, considering people, management structures, culture, business processes and technology. More frequently, however, its role is limited to the use of technology to support the business’ goals and change objectives.
Further detail is necessary to provide a fully qualified answer to the client and would include detail  regarding the current EA operating model, governance, models, maturity, tools, effectiveness etc.

A first consideration in exploring EA and Agile is, ‘how effective is your current EA?’ 

Agile – is an overloaded term that requires some consideration specifically concerning how it is used and implemented. The client has specified ‘in an Agile setting’; without further detail, we must address the assumptions of what this means before we consider EA in this context. 

Practically, Agile can be viewed as comprising several techniques and methods. It is often implemented as a first, or tentative step, with ‘digital’ projects – those that have clear CX and UX components and a balance in favour of coding activities. As these can be distinct, standalone projects, they will successfully adopt Agile techniques, methods, ethos and ways of working. A typical challenge arises where the apparent success of this implementation of Agile is required more widely – and this is where Agile may not prove, in the organisation’s eyes, to be the panacea it was expected to be. 

This is not a fault of the Agile approach or its tools or techniques but highlights the need for organisations to consider where it expects Agile to be most effective. Effective integration of Agile requires a cultural response at all levels in the organisation where benefits are expected.

‘Agile’ may give rise to concern about freedom and discipline. The most Agile ways of working we’ve seen are typically those with the most disciplined teams given the necessary freedom and authority and working hand-in-glove with people empowered to make decisions affecting business operations.

Many Agile practices are relevant across the spectrum of organisational change from coding and delivery through to senior executive reporting and strategic planning.

Using the techniques and approaches provided by Agile in this way has allowed Hivemind to introduce Agile benefits from the floor to the boardroom. 

The second consideration then is ‘Is my organisation and its EA capabilities ready for Agile?’


Hivemind’s experience of helping clients adopt and sustain the benefits of integrating Agile with architecture are included below:

Client 1 (national gas company)
Our experience shows that for Agile to work, culture must be addressed as a priority. In one of Hivemind’s clients, the CIO (who became a member of Hivemind), with the full backing of the CEO, recognised that significant change should begin with IT.  This could only be achieved by the proper adoption of Agile, not as a method or set of techniques, but as a cultural challenge first. ‘Hearts and minds’ – early and wide-ranging awareness and education activities were undertaken to introduce the concept of agility to a broad range of staff from the floor to the Board. 

This was followed by a change in the way projects were addressed – specifically the ‘perfect plans’ and traditional managed projects were replaced with workstreams, dynamic prioritisation and a ‘pull’ of activities by team members all of which more closely resembled the needs of the business. Amongst other benefits the CIO’s approach reduced development turnaround time (on like for like comparison)  from 108 days to 24 days.

Client 2 (global services organisation)
A current project with a global specialist services business has responded to tensions between architecture and innovation. The architecture governance had been put in place following a history of unsuccessful change initiatives and disjoint projects delivering point solutions. The resulting architecture governance became complex and decision making was too risk averse. Innovation was stifled because of too much bureaucracy, although architects saw the agile approach to innovation as potentially too disruptive.

The approach has been to better balance the imperative to establish a solid business and technology architecture whilst embracing an innovative ethos to permit rapid response to client-facing business needs.

Re-establishing architecture and innovation principles and a streamlined governance is helping build trust across teams. Adopting a digital products approach with clear ownership and an innovation incubator is helping the translation of rapid prototypes into production-ready. The refinement of an existing high-level business capability model is being used to prioritise innovation opportunities and thereby provides a common foundation across teams.


To work in an Agile setting, EA must be (a) effective and recognised/well established in the organisation (or clear to at least sponsor and consumer stakeholders) and (b) capable of adapting to and utilising changes in people, business, technology and other drivers and obligations that the business operates within.

EA in an Agile environment provides the capabilities necessary to determine, understand and guide the adoption of both strategic and tactical responses to ensure that business and technology change is outcome-driven, rather than model and diagram-driven.

While we’ve outlined our view of EA, its scope and its value to organisations is debated actively amongst architecture practitioners and IT at large. It is also true that EA can at times be its own worst enemy by requiring near end-to-end understanding, requirements, modelling and design before proceeding with delivering measurable business benefit. Many clients simply don’t have the resources for such an approach and therein lies the opportunity to integrate Agile and EA with a focus on business outcomes.

Equally we have seen a lack of EA (or ineffective employment of EA) alongside Agile result in significant levels of duplicated effort, misalignment of objectives across Agile teams, an inability to grapple with common or shared needs and, most concerningly, compromised security and low levels of compliance.
Our experience has shown that the battleship approach is not necessary, however consideration must be given to the following:

  • Culture and buy-in (across the board)
  • Clear linkage to the business
  • Adoption of dynamic prioritisation without the perceived collapse of all supporting and subsequent activities
  • Clarity on what decisions need to be made and when – without impacting the rate of delivery  
  • Effective and transparent governance
  • Recognition of what ‘good enough’ is
  • Recognition of what ‘done’ is and working to that without diminishing returns on perfection
  • Embracing innovation by utilising all  resources creatively
  • A focus on change as good and outcome-oriented rather than the downside
  • Trust in individuals 
  • Enable individuals to do what they’re good at
  • Transparency or action and risk

We believe that Agile Enterprise Architecture delivers just enough architecture, just in time to address business and technical needs without unnecessary resource utilisation while at the same time promoting measurable business outcomes and sustained business benefit through a common-sense approach allowing innovation in process, work practices, design and solution delivery.


Research in the Agile EA space will often rely on existing frameworks and consider how to adopt Agile as a secondary capability across portions of the framework. To ensure that your EA will support, or itself adopt characteristics of Agile, it is necessary to understand the purpose of EA and then address the implications of Agile. We’re also aware of recognising if there are issues with regard to EA in the organisation, or whether it is being effective or perhaps even relevant, then considering Agile may just be a smokescreen being used to shore-up EA initiative(s).n We have a saying in the EA space – ‘always architect for a purpose‘.  

In terms of research papers we have included: 

  • Cooper and Sommer’s 2016 paper ‘The Agile–Stage-Gate Hybrid Model: A Promising New Approach and a New Research Opportunity’ 
  • Sommer’s 2019 paper ‘Agile Transformation at LEGO Group’
  • Fuchs and Hess’ 2018 paper ‘Becoming Agile in the Digital Transformation: The Process of a Large Scale Agile Transformation’
  • Kaddoumi and Watfa’s 2016 paper ‘A Proposed Agile Enterprise Architecture Framework’
  • Dorohyi, Tsuran, Telenyk and Doroha-Ivaniuk’s 2017 paper on a comparison of 10 Enterprise Architecture frameworks (also this is in the context of critical IT infrastructure design)

SAFe (Scaled Agile Framework) must be included here, however this is a large framework and has attracted some criticism such as defining some 12 different roles covering 4 layers (portfolio, large solution, program and team) and more recently allowing customer proxies ignores some of the core Agile principles. 

We also include mention of the The Open Group’s draft standard and as this is still draft caution is urged in reading. Preliminary analysis by one of the contributors to this Hivemind paper (also a contributor to TOGAF®) suggests that this draft framework may suffer from many of the same challenges as TOGAF® – loss of delivery focus to the business in innovative ways and compressed timescales. 

It is worth mentioning that while TOGAF® is perhaps one of the longest-standing and most recognised Enterprise Architecture Framework (now ‘standard’) and the Open Group’s move toward Agile is to be welcomed, it is disappointing to see comments made by the Open Group such as ‘Yet, in a lot of cases, deploying Agile at scale comes at the expense of architecture, causing a number of business-critical set-backs’ 

This is not Hivemind’s experience, in fact it is quite the opposite – we have found that adopting Agile provides the focus necessary to address the areas of most concern by using targeted skills, innovative activities, shorter turnaround times and delivery to dynamic business priorities. Done correctly this allows architecting between the boxes.

Final Thoughts

EA and Agile can only work properly when the full range of EA is considered – beginning with understanding the business through to business and technical outcomes. In the context of EA within the Agile setting, it must first be recognised that Agile is more than a software development approach, but that there are wider implications for the organisation including development, collaboration, workstream through to portfolio management, business imperatives of strategy to portfolio guidance and senior executive input and reporting that can be achieved.   

The most effective approach considering EA dand Agile will depend on the organisation’s commitment, desire and capability to adapt and change so that meaningful and measurable business benefit can be achieved early with reduced risk to provide sustained benefit from the proper consolidation of EA and Agile.

Industry Experience

Aerospace and Defence

Business Services

Power and Utilities

Retail and Consumer


Regional Experience


North America