Wednesday, June 16, 2021


Use architecture as a body of knowledge and experience in gaining contextual understanding of the business, classifying the crucial elements and knowing their linkage, and orchestrating a smooth transformation.

Business Architecture is one practice driven by the C-level and interwoven throughout a company's strategy. It could become a great executive communication tool for business leaders, particularly when dialogues or discussion is kept at a higher level. You can analyze enterprise architecture to see how systems being built from it will perform with respect to their quality attribute goals, An architecture abstract layers include:

Reusability: Re-usability is about creating simple building blocks that can be applied over and over to minimize design cost and maximize value over the products/services delivery cycle. Re-usability and simplicity complement each other to certain levels of granularity within the organization. Reuse happens at many levels, it’s important to set certain criteria to reuse without causing too many side effects. By leveraging enterprise architecture as an effective tool, the sooner the reusability at the enterprise level is leveraged, the sooner the organization will be able to be both global and locally flexible.

The management should enforce the governance/oversight to guarantee that reusability development maintains conformance to that business need, and the combination of quality and price for any given service feature is competitive. although in most cases the upside of reuse out-weights the penalties. Just keep remembering that everything has downsides and they should be considered along with the benefits. When implemented seamlessly, it will bring in required simplicity at an enterprise level and speed up product delivery cycle. A generalist still has a specialism. You may be knowledgeable about a lot of subjects, but there will always be something you're really good at. In turn it's this overlap of your strengths that creates a specialism that others don't have, to be a good generalist you will need quite some knowledge of quite some fields.

Customization: With unprecedented convenience brought by emerging technologies, customers are selective, you have to provide customized solutions to tailor their needs. Customer experience comes from all touchpoints, yet organizations are structured by departments and it hinders a company’s ability to create value. However, most organizations are organized in silos. How would you ensure that all structures, processes and strategy alignment around excellent customer experience to result in a profitable and evolving business? The architecture is an effective tool to bridge strategy & execution, connect customer touchpoints, & mind gaps of functional silos.

Forward looking organizations develop trustful relationships with suppliers, collect feedback from customers, understand the real world business problems deeply and investigate innovative business solutions from the customer’s lenses. Their expertise is not only technical specialty, more importantly, they can also deliver outside the box thinking and expansive talent pool, culture wisdom and process innovation. Enterprise architecture offers approaches/viewpoints for modeling total customer experience and defining what the business does or must do to create value for customers. Once it is realized that the organization has to move to a customer-centric organization.

Portfolio Management: A company has finite resources to apply to get the best yield possible to meet stakeholders’ expectations. The enterprise architecture is a practical tool that helps the organization do pre-planning, planning, prioritizing, and adjusting all the time; deals with business initiatives, derived from strategy, and improves the visibility of business management. It’s used as an effective portfolio management tool that can slice and dice the portfolio in a variety of ways - by geography; by line of business; by sponsoring executives; by delivery units; or strategic themes; and so on. It provides an “executive” view including impact analysis, reporting and alignment to strategy.

On its evolution abilities. the strategic planning of the potential portfolio, "what if" situations showing potential scale of business benefit to be driven from the portfolio based on different mixes of programs and projects. The final level of planning at this level is the creation of the agreed business transformation roadmap which illustrates the final version of the portfolio that will become the active portfolio. The balanced scorecard along with a robust, flexible and comprehensive set of tools to report and provide performance metrics allow the portfolio to be fine-tuned over time so that it delivers maximum strategic advantage to the organization. It provides the oversight of P&L of the active portfolio; the TCO of the portfolio; and the strategic ROI of the portfolio, etc.

Use architecture as a body of knowledge and experience in gaining contextual understanding of the business, classifying the crucial elements and knowing their linkage, orchestrate the organizational interrelationship between people and process, streamline information and idea flow, enforce business communications, foster collaboration, designing and planning, guide the business scaling up, develop dynamic competencies, build trust, and ultimately lead to greater autonomy and "self-generated" engagement to accelerate business performance.


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