Attainability: the third of three critical foundations for technology strategy and architecture in a fast-changing world

This is part 3 in a series. You can find part 1 (Innovation) here. You can find part 2 (Adaptability) here.

Attainability refers to the ability to get something done in a reasonable timeframe. Ok, that seems a little simple. Maybe we should dig into that a bit more in context.

When we speak about attainability in technology and product development, we are thinking of some particular questions:

Is it possible?

There are three answers to this question: yes, no, and I don’t know.

“Yes” indicates that you can see a path to getting there. You can map out what needs to happen to get it done, and you can build a plan to get there. You can execute this.

“No” and “I don’t know” mean that you can’t see a path now. These terms do not mean it will never happen, just that the way is unclear. The difference between the two is relative. With “I don’t know,” you can typically see part of the path, but there are gaps. You’ll need to do some proof of concept or research work to fill those gaps. “No” typically is an issue of not having the required technology enablers in place. For example, 15 years ago, a lot of the things we can do today, due to Cloud capabilities, would have been a “No.” “No” items require either waiting for the enabler or investing in long-view R&D to try to invent it.

Can it be done in a reasonable timeframe?

No value can be realized until something tangible is delivered. So, what is the time to first value? What is the time to total value? Are these timeframes acceptable? Can the work be done iteratively and the value be delivered in increments?

The “reasonable timeframe” depends heavily on context. If you want to create a new method of deriving energy from the sun, then years may be reasonable. If you are trying to reduce your operating costs to match your competitors' pricing and still make money, then reasonable may be very short.

Can it be done for a reasonable cost?

Will you get a positive return on your investment? Do you have the cash available to invest now? Do you have the resources available, or will you need to cannibalize other projects (and pay opportunity cost)?

The answers to these questions will assist you in understanding the attainability of a particular initiative. However, you can take actions both in strategy and architecture to improve the attainability of new capabilities.

Attainability in Strategy

Whether you are dealing with the overall technology strategy for your organization or your product strategy, considering attainability as a foundational concept can lead to many future gains. Consider what you can do in the near term to make future changes more attainable. Are there platform investments you can make that will enable things you cannot do easily today? A recent and prominent example that many companies are pursuing is Cloud Computing. Many companies who historically have built on-premise software and hardware are now using the Cloud to enable new capabilities. In other words, making the things they want to do more attainable. This enablement is exhibited in several ways, including:

- Wholesale migration of an on-premise software solution to a SaaS solution hosted in the Cloud

- Using the cloud to host software enabling and adding intelligence to physical hardware/products.

When you engage in strategic planning, ensure you consider Attainability as well as Innovation and Adaptability when you are defining your strategic moves.

Attainability in Architecture Planning and Design

Attainability also applies to Architecture Planning and Design. Architecture, as the bridge between strategy and implementation, provides the mechanism by which attainability is translated into the product engineering process.

Attainability in architecture is closely related to Adaptability. The capability of a system to change quickly in the face of technology and market shifts is a crucial contributor to attainability. However, it’s not the only contributor. Continuous architectural improvement and tech debt mitigation are also significant. If you build something but don’t ensure it evolves regularly, you will quickly find yourself in a situation of declining attainability. As you are planning and reviewing your architecture(s), ensure that you are making investments in architecture evolution to support a high level of both attainability and adaptability.

Parting Thoughts

In this series of posts, we’ve introduced Innovation, Adaptability, and Attainability as pillars of Technology/Product Strategy and Architecture. With every strategic and architectural move you make, ask yourself how that move supports Innovation, Adaptability, and Attainability. Not all moves have to, but I strongly recommend that none reduce your capability in these areas. As change continues to accelerate, your level of technical agility will dictate where you fit in the marketplace. Yes, these three items are that important.