Here are a few takeaways from this survey:
- First, ~40% of organizations do not have a documented business model and ~30% of organizations either do not have a documented operating model or one at the enterprise level.
- For those organizations that do have a documented business model, ~47% of the respondent business architecture teams have some level of involvement.
- For those organizations that do have a documented operating model (enterprise level or otherwise), ~70% of the respondent business architecture teams have some level of involvement.
A few selected thoughtful comments from respondents are below.
- “The business model canvas is unknown in my company, but I could apply it successfully sporadically…In my company we have a methodology to model our operations and actively manage it.”
- “We as business architects have documented our business model, with limited input from the business, for our own use.”
- “Selected two response options here as our team is currently forming the business models (plural as we have different 'demand pathways' for value generation) in conjunction with business sponsors/owners as part of our new org strategy. This is the first time we have had this involvement, and so our team is doing a lot of the driving of the business model in this iteration of the strategy-to-design work, but in future we may or may not necessarily own/maintain the business models…Have selected two options again in line with first answer and the additional info given. We have designed TOMs (Target Operating Models) at different levels for the organization previously, but do not currently own an organization/enterprise level operating model. I am expecting an outcome of our strategy-to-design/delivery work currently underway will be to establish clear ownership of the operating model, of which I would expect our team to at least have some ownership (if not of the operating model as a whole, for some aspects of it, and/or governance of any changes, etc.).”
- “We don't currently have a documented operating model but our business architecture team is responsible for creating the Target Operating Model.”
- “The organisation has a number of documents however nothing that brings an overall understanding as to how it comes together. This was done before my time there…Business Architecture is still finding its feet in this organisation. Strategy is currently completed separately. My goal is to change this over the next 12 months.”
- “There was an attempt at creating a new operating model off the back of new strategy. Business architects were part of the working group but the people who led the effort had a solid misconception of our role. Needless to say, the work turned to current state assessment and went nowhere.”
- “At the current organisation I am consulting at, there are business units with some maturity around process and procedure documentation but at an organisation level nothing from a joined up point of view around enterprise or business architecture.”
