Resource Library
The Resource Library contains numerous articles, white papers, posts, podcasts, videos, surveys, and primary research — plus original diagrams and infographics about Business Architecture and Transformation. Use the Filter to narrow your search or click on the graphical shortcuts below to popular content categories. Also, check out our StraightTalk podcasts and other syndicated content available on Apple, Spotify, Stitcher, iHeart Radio, or wherever you find your podcasts.
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StraightTalk provides a robust discourse on business architecture – distilled, simple, with a bit of fun™. The professional blog posts are designed to inspire conversations on broad topics of business architecture, its usage and complementary disciplines. The posts offer up serious content in a light and fun tone. The Frequently Asked Questions below will get you started.
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Launched in April 2017, StraightTalk is a trusted source that is highly anticipated – delivered twice monthly. StraightTalk’s mission is to explain business architecture, end-to-end, with the goal of helping to advance the discipline globally through shared knowledge.
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Whether you are a leader responsible for the business architecture function, a seasoned business architect who has been a cornerstone of the team for a while or someone who has just been informed that you will be establishing business architecture within your organization, we salute you. Your tireless dedication and action to establish and mature business architecture within your organization is game changing for your organization and the discipline itself globally.
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First, thank you for being here and for being a partner who is actively engaged and cares about business architecture. You might be a business leader, strategist, planner or risk manager looking to gain some insights on business architecture so that you can use it to inform decisions or increase the effectiveness of your organization. Or, perhaps you are a leader or practitioner in a related discipline such as human-centered design, organizational change management, business process or business analysis who is seeking to integrate into your organization’s business architecture and work closely with the business architecture practitioners.
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Whether you are transitioning into the business architect role, ready to take your business architecture career to the next level, or are a fully seasoned business architecture expert, we are delighted you’re here. The business architecture journey is an exciting and rewarding one — practiced by an impressive community of professionals who seek to make a difference in their organizations and the world.
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In Step 3, start leveraging business architecture and working with business architecture practitioners to achieve real business value.
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In Step 1, gain an overall understanding of the why, what and how of business architecture as well as how it fits within a broader context.
In Step 2, delve further to explore the potential value and usage scenarios for business architecture as well as see how other organizations are leveraging it. The resources are grouped by usage scenarios and related disciplines to help you quickly locate content that applies to you.
In Step 2, delve further to explore the potential value and usage scenarios for business architecture as well as see how other organizations are leveraging it. The resources are grouped by usage scenarios and related disciplines to help you quickly locate content that applies to you.
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In Step 5, business architecture is applied to various business usage scenarios to deliver value to the organization. This step is the most important one and is the reason why business architecture exists. Building the knowledgebase and creating supporting practice infrastructure should be completed just enough, just in time to support the relevant usage scenarios in this step.
In Step 6, the business architecture is expanded and refined as needed, prioritized by the relevant usage scenarios from Step 5. This may include activities such as decomposing capabilities or articulating new value streams, mapping additional business architecture domains beyond the baseline (e.g., business units, strategies, policies, products, stakeholders, initiatives or metrics) or cross-mapping the business architecture to domains from other disciplines (e.g., cross-mapping capabilities to journeys, processes, applications, software services or requirements).
In Step 8, the business architecture practice maturity is assessed along with other measurements of its success. In conjunction with practice goal setting, this informs Step 9 to drive practice direction over the next horizon.
In Step 9, goals are established for the practice during the next horizon. These goals along with the results of the business architecture practice maturity assessment and other success measurements are then used to plan enhancements for the practice during the next horizon, resulting in a practice roadmap. The planned enhancements are executed and measured again in Step 8. Steps 8 and 9 typically occur as an annual planning rhythm where the measurement, goal-setting and next horizon planning for the business architecture practice are done at the end of the year, and then practice enhancements are executed during the following year. All planned practice enhancements should be directly aligned with how business architecture is being applied in Step 5.
In Step 6, the business architecture is expanded and refined as needed, prioritized by the relevant usage scenarios from Step 5. This may include activities such as decomposing capabilities or articulating new value streams, mapping additional business architecture domains beyond the baseline (e.g., business units, strategies, policies, products, stakeholders, initiatives or metrics) or cross-mapping the business architecture to domains from other disciplines (e.g., cross-mapping capabilities to journeys, processes, applications, software services or requirements).
In Step 8, the business architecture practice maturity is assessed along with other measurements of its success. In conjunction with practice goal setting, this informs Step 9 to drive practice direction over the next horizon.
In Step 9, goals are established for the practice during the next horizon. These goals along with the results of the business architecture practice maturity assessment and other success measurements are then used to plan enhancements for the practice during the next horizon, resulting in a practice roadmap. The planned enhancements are executed and measured again in Step 8. Steps 8 and 9 typically occur as an annual planning rhythm where the measurement, goal-setting and next horizon planning for the business architecture practice are done at the end of the year, and then practice enhancements are executed during the following year. All planned practice enhancements should be directly aligned with how business architecture is being applied in Step 5.
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