Leverage architecture framework as a long-term planning tool is to explore macro-environment and navigate critical business activities with priority to manage uncertainty and deal with complexity effectively to build differentiated organizational competency.
An architecture framework would look for leverage within the ecosystems, industries, and domain knowledge: In the face of vast areas of unknowns, businesses have many variables, the realistic state takes into consideration today's current reality and produces some achievable targets. Effective business leaders understand that a system is a necessary precondition for an effective intervention, and leverage it as a scientific framework to change planning, communicating, and thresholding all critical factors to facilitate change and get digital ready. enterprise architecture contains the organizational context and is strategic in that it gives direction to the business design and transformation. It helps to discover the untapped leverage, make a significant impact on accelerating business performance disproportionately.
Enterprise architecture input can be used into the organizational structure and scope of responsibilities in an alliance type venture. Traditional hierarchical lines will phase out and a collective of business partners will emerge working collaboratively to achieve organizational goals collaboratively. Organizations today are hyper-connected and interdependent, horizontal collaboration and vertical permeation are both critical to run a highly adaptive organization for adapting to an ever-evolving business ecosystem. The management can leverage enterprise architecture as an effective facilitation tool to entail effective communication, partnership, collaboration, governance, and value analytics, etc, all these need to be effective to have a close alliance. Those organizations that have a more mature alliance outperform their competitors and tend to be more responsive to changes.
An architecture framework’s role in designing and planning future enterprise to gain strategic-choreography perspectives: Many traditional companies are operated in a reactive mode, slow to change. The future of the organization is fluid, flexible, informative, and autonomous. Sometimes the amount of up-front work you would need to do to get an idea in front of varying stakeholders to know how valuable it is to take more work than coding it, shipping it, and testing it. Therefore, enterprise architecture is an effective tool in choreographing a high-mature organization in which empathetic communication and mass collaboration can flow frictionlessly through a less-hierarchical, and hyper-connected business ecosystem.
Unfortunately, for many, the ecosystems have evolved without much attention or planning. But for top performance businesses, they can awaken the ecosystem consciousness, start thinking about ways to influence their ecosystems and create new revenue streams while becoming more responsive and innovative. enterprise architecture is a great strategic planning tool for business leaders to gain the systematic understanding of how relationships, ecosystems, market dynamics, and the connections between related business units and orchestrate the organizational interrelationship between people and process, improve business integration and conduct a future business that can respond to such multidimensional factors impacting business model, business operations, and business reputation.
An enterprise framework equivalent takes a look at balancing the business priorities: In the rapidly changing organizational environment, often management needs to deal with dynamic planning, strategic initiatives, and boost the energy and excitement to achieve the ultimate business results. Proactive business leaders and sponsors attend business reviews with the various business stakeholders in attendance and equally invite those business stakeholders to review the business plans and strategy, set the right priority, drive the value and outcomes to meet the business objectives. enterprise architecture is an important management tool for them to identify capability gaps, assumptions, risks, set the right priority and do portfolio rationalization.
If companies don't make room in the prioritization process for business initiatives that have significant risks but also potentially significant upside results, it can, in fact, diminish the business’s unique advantage for the long run. The prioritization roadmap based on an architectural perspective helps business leaders sustain the vision, enable business strategy, take commitment and discipline to stay focused on the real priorities of the business instead of being distracted by what seems to be more urgent at any given moment. From a management perspective, with enterprise architecture as a planning, communication, and prioritization tool, organizational management can have a respected intra-organizational agreement of balancing priorities and resources to keep the organization healthy and fit.
An architecture framework is about boundary conditions; leveraging it as a change management tool is the practice that has the necessary abilities to engage with the extant flow of change in the world, helps to shape it and influence its 'trajectory' at the moment; using it as a long-term planning tool is to explore macro-environment and navigate critical business activities with priority to manage uncertainty and deal with complexity effectively to build differentiated organizational competency.
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