Architecture can bring together strategy, usage, aesthetics, and more to create a built environment that suits its purpose now and into the future.
The analysis of architecture enables early prediction of a business system’s qualities, considering the whole, and their purpose to achieve the goals for the thing being architected to unlock organizational performance and maturity.
The architecture is interwoven via logic, aestheticism, and analogies that most can relate to: Reimagining the future of business is exciting, but investigating the different path for unlocking business needs to take a systematic approach and develop it into a more solid form. One of the underlying values of architecture is having the holistic view available, and then being able to shape any options to optimize business management such as hierarchy versus flat-organization, change-management style, and governance in relation to vision, mission, principles, standards etc. An effective architectural framework helps to design great landscapes and define a very flexible business blueprint, with the abstract components and loose structures. The poor architecture design will produce silo, over-complexity, ambiguity, or ignorance, etc. It is transformational for enterprise architects to “step outside” of the organization for having different perspectives, gain an insightful understanding of business context, look at the purpose of the business, then look at the functions, processes, structures, resources, authority of the system for re-inventing and reengineering a people-centric organization.
Architecture is such a discipline to blend art and science, requires critical thinking and creative thinking at the same time, leveraging analogous communication and aesthetic themes to invent new ways of doing things, new solutions, new approaches, and new perspectives. Any "architected structure" tends to evolve through various stages of abstraction: Contextual; Conceptual; Logical; and Physical. The structural and aesthetic themes create interrelationships between elements of the actual enterprise and with the wider markets in which it participates. Architecture framework enforces multidimensional business logic, sets principles and rules, and develops the lego-like module design capabilities with quality and reusability to speed up solution deliveries.
Architecture is elevated at the rank of strategy, because of its potential role in the enterprise transformation: If business strategy is light, then Business Architecture is like a solar panel to keep it focused and valuable; in fact, strategy execution is a key part of any meaningful Business Architecture exercise. You need a set of explicit vision, mission-statements and strategic key success factors in writing. Then you can trace how your architectural structures meet the normative and strategic direction. The management can use it as an effective tool to abstract their major concerns, make effective decisions, facilitate strategic goals and achieve situational balanced compromise or a trade-off. The real value of business architecture is keeping the priorities in balance and that is within the office of executives. It is important to think about the interrelation between stability and adaptation, standard and creativity, sequence and iteration; and importantly, the success of the strategy is people and execution.
Business Architecture is considered as successful only if it can reduce complexity and enable maximum reuse of assets, eliminating the costly re-inventing of the wheel. Enterprise Architects can work closely with the management team to look at complexity from a business impact perspective as well as from a solution perspective, define and develop modular, layered, and industrial components into loosely coupled dynamic business capabilities to enable dynamic strategy management. If business strategy is a map, then Business Architecture is GPS - an advanced version of a map with more features such as modernization, integration, automation, or optimization, with a mechanism to manage risks. It’s a management tool to make proactive movement by avoiding the kinds of problems that "order-taker" organizations run into all the time, orchestrate a self-adaptive system which is able to reconfigure its own structure and manageability during the execution of its adaptation to the environment dynamically.
Architecture is used as a collaboration instrument to create a decent business capability map for adapting to the continuous changes and driving innovation: We no longer live in the world that runs in years, but one that runs in minutes. A new paradigm arises out of new mindsets, knowledge, and approach. An effective change is only attainable with a well planned exercise involving current and future state dependencies along with influencing the culture to adopt new methods. The business architecture equivalent takes a look at balancing the business priorities and forcing conversations that are otherwise difficult to have. It plays a critical role in facilitating digital dialogues on how human organizations of the future ought to be designed openly and contrived in the face of upcoming challenges and drive collective progress effortlessly. It keeps the leadership team on the same page, and stays focused on key priority. It’s a critical framework that should support the requirements of the business and will need to be adjusted periodically.
What matters is capability maturity, the high-mature set of business capabilities can make organizations more adaptable to fulfill their purposes, as the key business differentiator. It can be assessed by measuring the technology, process, and people impact on capability effectiveness with business architecture as an effective tool. Enterprise Architecture needs to develop further architecture standards to deal with the tension between standardization and change/innovation smoothly; becoming an instrument for leading changes. You won’t feel panic and you won't rest until you’ve done everything you could do to make your organization resilient, innovative, and accountable as it could be, and walk through the tough journey of business transformation smoothly.
Organizations are the complex dynamics of the ecosystem within which the business is competing and with which the business is unavoidably entangled. Architecture can bring together strategy, usage, aesthetics, and more to create a built environment that suits its purpose now and into the future and seek to represent the architecture of an organization in terms of information, process, capability, and performance.
The architecture is interwoven via logic, aestheticism, and analogies that most can relate to: Reimagining the future of business is exciting, but investigating the different path for unlocking business needs to take a systematic approach and develop it into a more solid form. One of the underlying values of architecture is having the holistic view available, and then being able to shape any options to optimize business management such as hierarchy versus flat-organization, change-management style, and governance in relation to vision, mission, principles, standards etc. An effective architectural framework helps to design great landscapes and define a very flexible business blueprint, with the abstract components and loose structures. The poor architecture design will produce silo, over-complexity, ambiguity, or ignorance, etc. It is transformational for enterprise architects to “step outside” of the organization for having different perspectives, gain an insightful understanding of business context, look at the purpose of the business, then look at the functions, processes, structures, resources, authority of the system for re-inventing and reengineering a people-centric organization.
Architecture is such a discipline to blend art and science, requires critical thinking and creative thinking at the same time, leveraging analogous communication and aesthetic themes to invent new ways of doing things, new solutions, new approaches, and new perspectives. Any "architected structure" tends to evolve through various stages of abstraction: Contextual; Conceptual; Logical; and Physical. The structural and aesthetic themes create interrelationships between elements of the actual enterprise and with the wider markets in which it participates. Architecture framework enforces multidimensional business logic, sets principles and rules, and develops the lego-like module design capabilities with quality and reusability to speed up solution deliveries.
Architecture is elevated at the rank of strategy, because of its potential role in the enterprise transformation: If business strategy is light, then Business Architecture is like a solar panel to keep it focused and valuable; in fact, strategy execution is a key part of any meaningful Business Architecture exercise. You need a set of explicit vision, mission-statements and strategic key success factors in writing. Then you can trace how your architectural structures meet the normative and strategic direction. The management can use it as an effective tool to abstract their major concerns, make effective decisions, facilitate strategic goals and achieve situational balanced compromise or a trade-off. The real value of business architecture is keeping the priorities in balance and that is within the office of executives. It is important to think about the interrelation between stability and adaptation, standard and creativity, sequence and iteration; and importantly, the success of the strategy is people and execution.
Business Architecture is considered as successful only if it can reduce complexity and enable maximum reuse of assets, eliminating the costly re-inventing of the wheel. Enterprise Architects can work closely with the management team to look at complexity from a business impact perspective as well as from a solution perspective, define and develop modular, layered, and industrial components into loosely coupled dynamic business capabilities to enable dynamic strategy management. If business strategy is a map, then Business Architecture is GPS - an advanced version of a map with more features such as modernization, integration, automation, or optimization, with a mechanism to manage risks. It’s a management tool to make proactive movement by avoiding the kinds of problems that "order-taker" organizations run into all the time, orchestrate a self-adaptive system which is able to reconfigure its own structure and manageability during the execution of its adaptation to the environment dynamically.
Architecture is used as a collaboration instrument to create a decent business capability map for adapting to the continuous changes and driving innovation: We no longer live in the world that runs in years, but one that runs in minutes. A new paradigm arises out of new mindsets, knowledge, and approach. An effective change is only attainable with a well planned exercise involving current and future state dependencies along with influencing the culture to adopt new methods. The business architecture equivalent takes a look at balancing the business priorities and forcing conversations that are otherwise difficult to have. It plays a critical role in facilitating digital dialogues on how human organizations of the future ought to be designed openly and contrived in the face of upcoming challenges and drive collective progress effortlessly. It keeps the leadership team on the same page, and stays focused on key priority. It’s a critical framework that should support the requirements of the business and will need to be adjusted periodically.
What matters is capability maturity, the high-mature set of business capabilities can make organizations more adaptable to fulfill their purposes, as the key business differentiator. It can be assessed by measuring the technology, process, and people impact on capability effectiveness with business architecture as an effective tool. Enterprise Architecture needs to develop further architecture standards to deal with the tension between standardization and change/innovation smoothly; becoming an instrument for leading changes. You won’t feel panic and you won't rest until you’ve done everything you could do to make your organization resilient, innovative, and accountable as it could be, and walk through the tough journey of business transformation smoothly.
Organizations are the complex dynamics of the ecosystem within which the business is competing and with which the business is unavoidably entangled. Architecture can bring together strategy, usage, aesthetics, and more to create a built environment that suits its purpose now and into the future and seek to represent the architecture of an organization in terms of information, process, capability, and performance.
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