It’s important to apply the Enterprise Architecture as a set of practical tools to replace technical behavior with socio-technical behavior, as well as to explore "the art of possible" and drive digital transformation.
Communicate tool: EA has two components, blueprints and change management planning. Business executives and managers can use EA to communicate more concisely and effectively cross-enterprise level, to blueprint and drive changes. EA as an effective tool enables mind crafting and strategic assignment by facilitating diversified viewpoints and guiding business transformation. The feedback cycle would be the mechanism that would allow the EA to be enhanced to deal with the things that they didn’t know about when the business first started the change initiatives, also take a structural approach to drive change smoothly.
Design tool: High mature organizational design is neither spontaneous nor serendipitous, but an architectural effort. Architecture is the art and discipline of designing a people-centric organization. The organizational design and architecture encompass both the macro-level - the master plan of the organization, the business vision and role gaming (market, shareholder, customer, staff) and the micro-level upon how the functional and service operations of the business are designed for “fit” and “function” in this master-plan. EA should not lose sight of the fact that the organizational design practice for reinventing digital business is called EE-Enterprise Ecology, not EE Enterprise Engineering.
Problem-solving tool: The architecture is about focusing on essentials. EA should be about identifying the appropriate problems to solve, staying focused, and orchestrating multiple solutions. It's crucial to make a distinction between obvious solutions and out-of-the-box solutions. It’s also the responsibility of EA to look out for new possible strategic moves for the business and solve appropriate problems effectively. Keep in mind, there are many architectural models, all claiming to be the solution to the problem, but none of them is a “panacea.” Each must be tailored or modified to fit the purpose as a problem-solving tool.
Knowledge Management Tool: With VUCA digital new normal, organizations today have to take an integral and holistic knowledge management approach to deal with knowledge transferring and keeping the knowledge fresh in a way that fits the strategy of the business the best. Knowledge is power, however, there are the inherent dangers of too much knowledge particularly because of the inconsistencies and incoherence in the body of knowledge that surrounds us. It's practical to use architecture as a body of knowledge and experience in gaining a contextual understanding of the business, bridging a multitude of viewpoints, improving information flow and coherence for guiding change systematically, and providing feedback for business betterment proactively , rather than containing knowledge only.
PPM Management Tool: Project Portfolio Management is the bridge between strategy and execution If EA can help to prioritize, optimize the project portfolio, then both quick wins and long term value are tangible. EA roles will assure that the objectives of the initiative are being met by the project/program/portfolio. PPM becomes more effective and easier to do when there is a consensus among the architecture and strategic management team and their reports about what is important for strategic execution and the priority versus keeping the lights on today. EA would also entail the management oversight to ensure that projects support the roadmap and realize the strategic business value.
Risk/Governance Tool: Either at strategic, logic, or tactical level, the business faces risk more frequently than ever due to rapid change and fierce competition. Therefore, recognizing patterns or loopholes, to keep business resilient is a value point for EA to reach. EA enabled GRC discipline helps business management gain an in-depth understanding of their risks and conduct. Governance= Superior Management. EA as a governance enabler can be used to raise visibility and awareness for many things that are captured at the different levels of the organization to ensure the enterprise is running in the right direction and wellhead to the destination.
The digital organization is hyper-connected and interdependent, the linear system perception needs to be replaced by complex adaptive systems. EA contains the organizational context and is strategic in that it gives direction to the business design and innovation. It’s important to apply the Enterprise Architecture as a set of practical tools to replace technical behavior with socio-technical behavior, as well as to explore "the art of possible" and drive digital transformation.
Design tool: High mature organizational design is neither spontaneous nor serendipitous, but an architectural effort. Architecture is the art and discipline of designing a people-centric organization. The organizational design and architecture encompass both the macro-level - the master plan of the organization, the business vision and role gaming (market, shareholder, customer, staff) and the micro-level upon how the functional and service operations of the business are designed for “fit” and “function” in this master-plan. EA should not lose sight of the fact that the organizational design practice for reinventing digital business is called EE-Enterprise Ecology, not EE Enterprise Engineering.
Problem-solving tool: The architecture is about focusing on essentials. EA should be about identifying the appropriate problems to solve, staying focused, and orchestrating multiple solutions. It's crucial to make a distinction between obvious solutions and out-of-the-box solutions. It’s also the responsibility of EA to look out for new possible strategic moves for the business and solve appropriate problems effectively. Keep in mind, there are many architectural models, all claiming to be the solution to the problem, but none of them is a “panacea.” Each must be tailored or modified to fit the purpose as a problem-solving tool.
Knowledge Management Tool: With VUCA digital new normal, organizations today have to take an integral and holistic knowledge management approach to deal with knowledge transferring and keeping the knowledge fresh in a way that fits the strategy of the business the best. Knowledge is power, however, there are the inherent dangers of too much knowledge particularly because of the inconsistencies and incoherence in the body of knowledge that surrounds us. It's practical to use architecture as a body of knowledge and experience in gaining a contextual understanding of the business, bridging a multitude of viewpoints, improving information flow and coherence for guiding change systematically, and providing feedback for business betterment proactively , rather than containing knowledge only.
PPM Management Tool: Project Portfolio Management is the bridge between strategy and execution If EA can help to prioritize, optimize the project portfolio, then both quick wins and long term value are tangible. EA roles will assure that the objectives of the initiative are being met by the project/program/portfolio. PPM becomes more effective and easier to do when there is a consensus among the architecture and strategic management team and their reports about what is important for strategic execution and the priority versus keeping the lights on today. EA would also entail the management oversight to ensure that projects support the roadmap and realize the strategic business value.
Risk/Governance Tool: Either at strategic, logic, or tactical level, the business faces risk more frequently than ever due to rapid change and fierce competition. Therefore, recognizing patterns or loopholes, to keep business resilient is a value point for EA to reach. EA enabled GRC discipline helps business management gain an in-depth understanding of their risks and conduct. Governance= Superior Management. EA as a governance enabler can be used to raise visibility and awareness for many things that are captured at the different levels of the organization to ensure the enterprise is running in the right direction and wellhead to the destination.
The digital organization is hyper-connected and interdependent, the linear system perception needs to be replaced by complex adaptive systems. EA contains the organizational context and is strategic in that it gives direction to the business design and innovation. It’s important to apply the Enterprise Architecture as a set of practical tools to replace technical behavior with socio-technical behavior, as well as to explore "the art of possible" and drive digital transformation.
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