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May 15, 2017
Knowing what business architecture is: Check.
Knowing why we do it: Check.
Knowing where it fits within the strategy execution life cycle: Double Check. Knowing where to start: Not so much.
Starting business architecture within an organization can be a fairly organic process, but there are a proven set of steps to follow.
Knowing why we do it: Check.
Knowing where it fits within the strategy execution life cycle: Double Check. Knowing where to start: Not so much.
Starting business architecture within an organization can be a fairly organic process, but there are a proven set of steps to follow.
StraightTalk Post
May 1, 2017
“Houston, we have a problem.” “Uh, this is Houston. Uh, say again please.” We have a strategy execution problem. Remember that whole deal in Post No. 2 about how constant change is the new normal as customer expectations increase and the external environment evolves at an escalating pace? That means the ability for organizations to get their ideas—things like strategies, transformations, innovations and regulatory changes—into action has never been more important than it is right now.
StraightTalk Post
April 17, 2017
Why should we do business architecture? Good one. That’s the million-dollar question. Simon Sinek says, “Start With Why.” A big part of the answer is not just why business architecture is so important, but why it is so important now, so we’ll start there.
StraightTalk Post
April 3, 2017
According to the Federation of Enterprise Architecture Professional Organizations (FEAPO), “Business Architecture represents holistic, multidimensional business views of: capabilities, end-to-end value delivery, information, and organizational structure; and the relationships among these business views and strategies, products, policies, initiatives, and stakeholders.”
StraightTalk Post
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This article, published by Cutter Consortium, provides a small subset of key research findings from the Business Architect Strengths Study. It also describes what these findings mean for most effectively leveraging the unique abilities of business architecture within our organizations.
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The innovative Business Architect Strengths Study uncovers insights that can help business architects, their executives, and the industry maximize the impact of business architecture. This brief highlights the findings and provides a link to a downloadable 2-page summary.
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A list of helpful resources related to business architecture as well as other complementary disciplines, techniques, and skills.
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This article describes the benefits of contributing to the SDGs and explores how business architecture can help organizations identify ways to contribute to them — and measure the impact in doing so. It also explores how we can leverage business architecture across individuals and organizations, bringing them together for the greater good.
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A compilation of complementary tools, techniques and resources valuable for the practice of business architecture – sourced from you, the global business architecture community!
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This article reflects on what we have achieved and what we have learned during the COVID-19 outbreak, and how organizations can build upon this momentum for the deeper transformation needed to truly become a digital enterprise.
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This article lays out the top five foundational things you need to know about business architecture.
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Business architecture is many different things, capable of delivering many different value propositions to an organization. It is a shared enterprise business language and mental model; a macro business lens for analyzing investments, risks, opportunities, and more; a key component of end-to-end strategy execution; and an important mechanism to bridge and break down silos. Certainly, silos can be necessary for organizations to operate; however, silos can be detrimental to an organization’s success. This article explores the challenges with organizational silos and how business architecture is uniquely qualified to address them.
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