Corporate management should leverage varying tools to build an impressive road mapping for navigating, bridging, facilitating and orchestrating changes at the large scale. The organization has to explore multipath gateways, if needed, initiate changes to the fundamental business model, culture, or other critical business factors for reaching the next level of organizational growth and maturity.
Allow everyone in the organization to see the whole for making better decisions by seamless business alignment: Organizations across the industrial sectors face frequent disruptions and fierce competitions, there needs to be a better appreciation to examine a situation and understand the problem from different angles. The tunnel effect causes silo thinking, bureaucracy, diminishes trust, decreases productivity, and decelerates business speed. Organizations need to discover their “innate strength,” understand relationship/dependency between different capabilities, and make an objective assessment of their business functionality, innovation, or maturity. The value of the modeling/mapping is to visualize the end-to-end enterprise, understand the interaction and interrelationship dynamic, strengthen the alignment of organizational functions and structures,
Corporate competency is built through collective mentality, attitude, and behavior. Being able to have a holistic view of the business is an increasingly important skill in handling complex situations in which it is impossible to predict the behavior of the whole from the behavior of the parts; and in which the relationships between component parts are more important than the parts themselves. All of which ensure that the business as a whole is superior to the sum of pieces. To accelerate change and implement strategy, modeling /mapping assists with a high-level impact assessment and delivery approach, shorten the cycle of business products/services development management, and improve business operation in a structural way under complex, uncertain and ambiguous circumstances.
Harness enterprise changeability in adapting to dynamic business environments by taking advantage of information technology evolution: The business aspiration to become information technology savvy can often be leveraged to help align business and technology stakeholders around the case for application modernization and rationalization, innovation and optimization. Information technology is only increasing in importance and relevance with each passing day. But it is usually costly, to avoid over-investing in a given layer of the technology stack. Keeping an eye on where business initiatives cluster on the value-net (internally focused/ supply side/demand side) would be a first measure of whether IT investment lines up with the strategic direction.
Business expects IT to figure out ways to make the business smarter, better and faster. Many businesses aspire to agility when they are burdened by brittle, tightly coupled systems constrained by rigid roadmaps and deployment schedules. For improving organizational adaptability, innovation and speed, there should be a rolling plan in addition to the mid-term or long-term strategic planning document. If these changes are captured in the rolling plan, flexibility can be achieved. It requires seamless alignment of key business success factors, distinct patterns of capabilities, with specific positioning in the enterprise for improving organizational changeability.
Apply architecture and engineering in business management practice: In management practice of running a high performance business, every strategic initiative, either at a functional level or corporate scope, has to make sure the business as a whole is more optical by lubricating cross-functional communication, integrating pieces or parts of business components, as well as harnessing ecosystem collaboration. Architecture and engineering are interrelated disciplines to integrate the art and science of business management. Architecture discipline embraces models, methods, and theories of management and control; engineering is the practical application of principles and practices constrained by the laws of the domain to solve problems often technically. So architecture brings a big picture perspective on how to interweave multi-faceted management discipline, and set technical guidelines for enhancing engineering disciplines. Engineering methodologies and practices improve organizational automation, efficiency and intelligence, reliability, and continuity.
As more people are born into an information technology-centered modern world, architecture captures business insight, exploring the “why” factor behind running a successful business; engineering tries to make things work technically by figuring out “what” and “how.”; Although a good engineer also frequently asks “why” to dig through the root causes of the problem in order to solve it logically. Engineering and the application of technology will become a fundamental skill to make things work efficiently; it’s a common practice everyone has the chance to play around it. Architecture and engineering as complementary disciplines enable business management to understand the parts and the whole, as well as interrelationship between parts and whole, to run a holistic business.
Compared to traditional management that focuses on controlling and operational efficiency, contemporary management today is now all about transparency, innovation, and people centricity. It’s about active listening, communicating strategy and change in various forms and forums skillfully to tailor different audiences, including employees, customers, investor relations, or other business partners, building trust in the wisdom of the teams, giving proper credit where it is due, making constant experimentation, and exploring digital in a structural way.
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