The role of Business Architecture in designing and planning future enterprise is both interesting and challenging for helping the organization make transition.
It helps to architect business in the transition to the strategic state, calculate the organization’s performance score, keep change on track and make continuous improvements.
Navigability: Business Architecture is a great tool for business leaders to navigate the business through the “VUCA” new normal, clarify the direction of the company, bring up a long-term standpoint, orchestrate the organizational interrelationship between people and process. It creates a high level of consensus which implies that an acceptable, transparent, and credible basis for evaluating, selecting, and resourcing projects exists or can be constructed.
The future of the organization is fluid, flexible, informative, and autonomous, very few organizations understand all the gains they could enjoy from organizational structure or process tuning. How easy is it to find your way and jump from place to place in the architecture repository based on various types of associations/relationships between elements. Business Architecture brings the systems understanding of how relationships, ecosystems, market dynamics, and the connections between related business functions work. It helps to navigate change, especially the large scale of business transformation smoothly.
Organizational Changeability: Change is inevitable, organizations shouldn’t just respond to them in a reactive way. You have to transform the company's underlying functions, processes, cultures, or structure to get digital ready. Thus, Business Architecture is a highlight which changes to focus on, which one can be ignored; and it is a steering instrument to provide a holistic view so that the business problem can be seen from every relevant perspective and every perspective has a whole world behind itself, in order to facilitate change or movement in a company.
Change cannot be just another thing that needs to be accomplished, it has to be woven into the organizational culture, process, and action of the organization. Quality should in particular focus on the result of the change. An enterprise has an architecture, you need to make trade-off decisions in interventions and these have outcomes and impacts. Business Architecture is an important tool that helps to look at the transition and state transformation of the enterprise, facilitate communication, navigate through Change Management, and bring up business value continuously.
Business Agility: “Agile discipline” is about embracing “agile” principles and values, setting guidelines and policies, and developing the best and next practices to enforce business manageability. In many traditional organizations, there are many roadblocks such as silo mindset, mediocre culture, or lack of prioritization, etc, to take an agile way. Agile Business Architecture emerges over time, incrementally thinking about the future, but doesn’t overbuild the architecture. It is about impactful choices upfront that will make later choices easy.
Agile needs to be the philosophy to perceive multidimensional business values. Agility has the very characteristics such as Readability - Clarity, Understandability, Comprehensibility Usability, Simplicity, etc. Business Architecture is to be open about your architecture, encourage criticism, allow requirements to drive your architecture updates.
Scalability: To scale up either best practices or innovation effect, organizations must begin thinking about ways with strategic planning to broaden their ecosystem perspective. It enables the organization to become more responsive and flexible. A good architecture should be able to respond to the times and that can mean a growing or shrinking company and orchestrate strategic planning. It needs to do the things it knows quickly and efficiently. With effective tools, leading organizations are able to identify the critical spot to scale up, and leverage the framework approach such as BA for reaching the next level of organizational maturity systematically.
To effectively respond to the digital dynamics, companies must begin thinking about ways with strategic planning perspective via business architecture lens to broaden their ecosystems and revenue streams while becoming more responsive. It’s important to scale up and speed up by adding the right ingredients and going digital internally and ecologically. From the organizational design and structure tuning perspectives, align the different parts of the digital ecosystem to adopt more points of integration with the digital loosely coupled modular capabilities and processes, to build up dynamic business competency.
Digital Transformation can give businesses the ability to apply real-time insights across the organization in ways never possible before. The role of Business Architecture in designing and planning future enterprise is both interesting and challenging for helping the organization make transition. The broader you can oversee and the deeper you can perceive the holistic digital impact, the further you can reach business vision and the pinnacle of digital transformation.
Navigability: Business Architecture is a great tool for business leaders to navigate the business through the “VUCA” new normal, clarify the direction of the company, bring up a long-term standpoint, orchestrate the organizational interrelationship between people and process. It creates a high level of consensus which implies that an acceptable, transparent, and credible basis for evaluating, selecting, and resourcing projects exists or can be constructed.
The future of the organization is fluid, flexible, informative, and autonomous, very few organizations understand all the gains they could enjoy from organizational structure or process tuning. How easy is it to find your way and jump from place to place in the architecture repository based on various types of associations/relationships between elements. Business Architecture brings the systems understanding of how relationships, ecosystems, market dynamics, and the connections between related business functions work. It helps to navigate change, especially the large scale of business transformation smoothly.
Organizational Changeability: Change is inevitable, organizations shouldn’t just respond to them in a reactive way. You have to transform the company's underlying functions, processes, cultures, or structure to get digital ready. Thus, Business Architecture is a highlight which changes to focus on, which one can be ignored; and it is a steering instrument to provide a holistic view so that the business problem can be seen from every relevant perspective and every perspective has a whole world behind itself, in order to facilitate change or movement in a company.
Change cannot be just another thing that needs to be accomplished, it has to be woven into the organizational culture, process, and action of the organization. Quality should in particular focus on the result of the change. An enterprise has an architecture, you need to make trade-off decisions in interventions and these have outcomes and impacts. Business Architecture is an important tool that helps to look at the transition and state transformation of the enterprise, facilitate communication, navigate through Change Management, and bring up business value continuously.
Business Agility: “Agile discipline” is about embracing “agile” principles and values, setting guidelines and policies, and developing the best and next practices to enforce business manageability. In many traditional organizations, there are many roadblocks such as silo mindset, mediocre culture, or lack of prioritization, etc, to take an agile way. Agile Business Architecture emerges over time, incrementally thinking about the future, but doesn’t overbuild the architecture. It is about impactful choices upfront that will make later choices easy.
Agile needs to be the philosophy to perceive multidimensional business values. Agility has the very characteristics such as Readability - Clarity, Understandability, Comprehensibility Usability, Simplicity, etc. Business Architecture is to be open about your architecture, encourage criticism, allow requirements to drive your architecture updates.
Scalability: To scale up either best practices or innovation effect, organizations must begin thinking about ways with strategic planning to broaden their ecosystem perspective. It enables the organization to become more responsive and flexible. A good architecture should be able to respond to the times and that can mean a growing or shrinking company and orchestrate strategic planning. It needs to do the things it knows quickly and efficiently. With effective tools, leading organizations are able to identify the critical spot to scale up, and leverage the framework approach such as BA for reaching the next level of organizational maturity systematically.
To effectively respond to the digital dynamics, companies must begin thinking about ways with strategic planning perspective via business architecture lens to broaden their ecosystems and revenue streams while becoming more responsive. It’s important to scale up and speed up by adding the right ingredients and going digital internally and ecologically. From the organizational design and structure tuning perspectives, align the different parts of the digital ecosystem to adopt more points of integration with the digital loosely coupled modular capabilities and processes, to build up dynamic business competency.
Digital Transformation can give businesses the ability to apply real-time insights across the organization in ways never possible before. The role of Business Architecture in designing and planning future enterprise is both interesting and challenging for helping the organization make transition. The broader you can oversee and the deeper you can perceive the holistic digital impact, the further you can reach business vision and the pinnacle of digital transformation.
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