Business Architecture as a “CSF” explorer seeks to represent the architecture of an organization in terms of information, performance, process, and capability, either as it exists or as it is intended to.
Business Architecture is a “Critical Success Factors” (CSF) explorer on how the future architectures support the business strategy and drive a seamless digital transformation. Because BA contains the organizational context and is strategic in that it gives direction to the business design and transformation.
Macro-environment CSFs: Business Architecture brings a systematic understanding of how relationships, market dynamics, ecosystems, and the connections between related business functions. It’s a practical tool to explore macro-environment CSFs and navigate critical business activities to reduce uncertainty and deal with complexity. Because there would be an increase in the range of planned activities against the potential unplanned (presumably unforeseeable) activities. What does change most often is the critical business activities which dictate what organizations do to respond to the CSF.
There are macro environment CSFs such as technology, political, economic, etc, factors at the macro-environmental scope. The economic factor is significant because an organization needs to understand the market in which it will be selling its product and service. The political factor also plays an important role in the external environment. But technological advancement is often the major force of continuous disruption and pressuring the firms more than other factors. CSFs are also closely aligned with the sector/industry competition pillars (what each industry player needs to deliver on to survive), or the industry characteristics that the organization needs to stay competitive or the geographical location where it's operating. BA is a practical tool to explore varying macro-environment factors and facilitate transformative change smoothly.
Management CSFs: Digital management is both art and science. Business Architecture can be used as a framework to explore management CSFs and handle complexity, bring together purpose, use, aesthetics, and more to create an environment to suit the purpose. There are different views of business evolution. The most commonly useful view includes influencers, drivers, business models, and initiatives for change, etc. One of the problems with views in the enterprise today is that they are not integrated. BA is a useful tool to leverage a multitude of viewpoints involving engineering, design, philosophy, psychology, and sociology, etc, for integrating diverse views and harnessing a holistic management discipline.
By leveraging BA as a“CSF explorer,” business leaders or professionals can frame bigger thinking boxes and gain an in-depth understanding of internal factors that are specific to the organization, such as the maturity level of the organization -in which stage of the boom-bust cycle, the industry is at; the strategic objectives that line up with the business' vision, mission, and how the business will like to position themselves, or their competitive strategy. To enforce critical success factors, organizations need to keep re-defining, re-naming, re-interpreting, and reinventing the enterprise components and their relationships, and apply interdisciplinary management methodologies and practices to drive transformative changes.
Temporal CSFs: The view of the complex business problem has multidisciplinary perspectives such as socio-cultural, socio-technical, socio-economic, scientific, artistic, or philosophical, just to name a few, etc. There are often multiple and inter-related dynamics behind complex problems. Temporal CSFs are a set of critical factors knitted into tailored solutions to overcome complex organizational problems or challenges. BA as a “CSF explorer” keeps conscious of business weakness or deficiency, frames the most critical problems or challenges facing organizations, and solves the issues with the largest potential impact on the long term success of the organization.
One of the big pitfalls in business problem-solving is that too much focus is given to deal with the short-term threats without dynamic planning to leverage medium or long-term issues and vice versa. In practice, BA is more appropriate to wild rather than tame problems because the latter rarely need shared understanding, etc. Leveraging BA and Systems Thinking for breaking down large problems to the interdependent smaller problems helps to see a larger system with interactive pieces and “conflict” goals, look for patterns rather than isolated causes, understand the problem as well as potential solutions from the future lens, and assemble those smaller pieces of issues in a different way to give you a sense of “what it could be.”
Business Architecture as a “CSF” explorer seeks to represent the architecture of an organization in terms of information, performance, process, and capability, either as it exists or as it is intended to be. It is important to envision the “To-Be” state first because it creates a paradigm shift in your management approach to building the future state. BA is also a series of methods and industry-standard practices to describe what you do, why, how, where, and who derives or contributes to the business value creation and reaches the well-defined vision for accelerating performance.
There are macro environment CSFs such as technology, political, economic, etc, factors at the macro-environmental scope. The economic factor is significant because an organization needs to understand the market in which it will be selling its product and service. The political factor also plays an important role in the external environment. But technological advancement is often the major force of continuous disruption and pressuring the firms more than other factors. CSFs are also closely aligned with the sector/industry competition pillars (what each industry player needs to deliver on to survive), or the industry characteristics that the organization needs to stay competitive or the geographical location where it's operating. BA is a practical tool to explore varying macro-environment factors and facilitate transformative change smoothly.
Management CSFs: Digital management is both art and science. Business Architecture can be used as a framework to explore management CSFs and handle complexity, bring together purpose, use, aesthetics, and more to create an environment to suit the purpose. There are different views of business evolution. The most commonly useful view includes influencers, drivers, business models, and initiatives for change, etc. One of the problems with views in the enterprise today is that they are not integrated. BA is a useful tool to leverage a multitude of viewpoints involving engineering, design, philosophy, psychology, and sociology, etc, for integrating diverse views and harnessing a holistic management discipline.
By leveraging BA as a“CSF explorer,” business leaders or professionals can frame bigger thinking boxes and gain an in-depth understanding of internal factors that are specific to the organization, such as the maturity level of the organization -in which stage of the boom-bust cycle, the industry is at; the strategic objectives that line up with the business' vision, mission, and how the business will like to position themselves, or their competitive strategy. To enforce critical success factors, organizations need to keep re-defining, re-naming, re-interpreting, and reinventing the enterprise components and their relationships, and apply interdisciplinary management methodologies and practices to drive transformative changes.
Temporal CSFs: The view of the complex business problem has multidisciplinary perspectives such as socio-cultural, socio-technical, socio-economic, scientific, artistic, or philosophical, just to name a few, etc. There are often multiple and inter-related dynamics behind complex problems. Temporal CSFs are a set of critical factors knitted into tailored solutions to overcome complex organizational problems or challenges. BA as a “CSF explorer” keeps conscious of business weakness or deficiency, frames the most critical problems or challenges facing organizations, and solves the issues with the largest potential impact on the long term success of the organization.
One of the big pitfalls in business problem-solving is that too much focus is given to deal with the short-term threats without dynamic planning to leverage medium or long-term issues and vice versa. In practice, BA is more appropriate to wild rather than tame problems because the latter rarely need shared understanding, etc. Leveraging BA and Systems Thinking for breaking down large problems to the interdependent smaller problems helps to see a larger system with interactive pieces and “conflict” goals, look for patterns rather than isolated causes, understand the problem as well as potential solutions from the future lens, and assemble those smaller pieces of issues in a different way to give you a sense of “what it could be.”
Business Architecture as a “CSF” explorer seeks to represent the architecture of an organization in terms of information, performance, process, and capability, either as it exists or as it is intended to be. It is important to envision the “To-Be” state first because it creates a paradigm shift in your management approach to building the future state. BA is also a series of methods and industry-standard practices to describe what you do, why, how, where, and who derives or contributes to the business value creation and reaches the well-defined vision for accelerating performance.
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