Architecture is an investment; it is an interdisciplinary approach to identify appropriate problems, as well as choose the appropriate problem to solve.
Prevention is superior to problem-solving. Preventing problems requires architectural perspective, information technologies, people, processes, and systems to analyze and predict the possibility of a problem.
Preventing issues, not just fixing issues: Information exponentiality, unpredictability, interconnectivity, nonlinearity, interdependence, hyper-diversity, rules, regulations, etc, are digital new normal today. There are unknown interactions and very high inner dynamics in business complexity, uncertainty, and emerging events. Business architecture as an enterprise knowledge container could be an important tool to improve strategic planning accuracy, predict or prevent risks from happening.
However, many organizations seem to lack appreciation of cost savings in a problem that never happens; they also lack principles or methodologies to prevent problems from happening. Setting digital principles is not to manipulate “how,” but to develop the digital philosophy, build the quality standard, and help to shape the mindsets to improve problem management effectiveness. The architecture is an important tool to set guidelines, helps management untangle the complex situation or the business relationships in the eyes of beholder, integrate functional parts into enterprise solutions, embedding analytics mechanisms into processes for problem prediction and prevention.
Simplifying complicated things is an optimal choice for preventing problems or errors: There are a variety of complexities existing in well-established organizations today such as: hierarchical complexity, information complexity, collaboration complexity, governance complexity, or environmental complexity, etc. Business Architecture is a useful tool to help organizational leaders look at complexity via business impact, risk management, people-centric perspectives. Undesired complication creates hassles for different people across the organizational hierarchy to gain common understanding of problems, create “integration hairballs” distract people from innovation; cause long term business pains.
Simplifying complicated things is an optimal choice for preventing problems or errors. Thus, business architecture is considered a useful tool if it can reduce complexity, enable maximum reuse of assets, untangle complexity systematically in search of simpler concepts and methods, eliminate the costly re-inventing of the wheel, prevent problems or errors. Simplexity is the very characteristics of a high performance business. There is nothing absolutely good or bad, you just have to have discerning eyes to understand complexity thoroughly, handle them in a structural way to improve business agility, effectiveness, resilience and maturity.
Business architecture is both a planning and communication tool that helps the management ask insightful questions, facilitates knowledge based conversations; allows you to reason the visible, perceives the invisible elements of the problem, and helps you see reasoning in action. So ultimately, you can dissolve some critical issues via business architecture as a philosophical lens. Philosophy is the foundation of science. It’s important to apply philosophy to ask questions that other sciences cannot even think about. Because when you abstract, deepen and unify understanding, set common principles to follow through, different parties can work more collaboratively, it's probably that there would not be a problem to be solved at all.
Architecture is an investment; it is an interdisciplinary approach to identify appropriate problems, as well as choose the appropriate problem to solve. Enterprise architecture and enterprise architects have a central role in defining the enterprise of the future, setting the right priority to solve problems that really matter and solve them effortlessly.
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