Tuesday, May 3, 2022


Forward-thinking organizations are in search of business architecture totality, reimagine and reinvent the future of business.

The digital organization is hyper-connected and interdependent, business architecture contains the organizational context and is strategic in that it gives direction to the business design, innovation, and transformation. 

The management and architects should ponder: What is the role Business Architecture may play to design and manage future businesses that can respond to “VUCA” reality, with multidimensional factors impacting business model, business operations, and business reputation? Which skills the architects and designers should sharpen in order to design the future of business? Did the presence of architectural artifacts actually influence business investment decisions, and drive transformative changes?

Does architecture clearly link to strategic goals and objectives? Due to dynamic change and fierce competitions, business strategy nowadays is dynamic planning with a lot of moving parts to help the organization reach a well-defined vision. Unclear strategy perhaps misleads the business in the wrong direction. The business architecture is an adaptive tool for a dynamic and iterative long term strategic planning process that fine tunes the internal and external business influence factors, and strengthens the links to strategic goals and objectives. It is also a communication facilitation and strategy enabling tool which brings a systematic understanding of enterprise relationships, ecosystem dynamics, and the connections between related business functions, rather than architecting a frozen enterprise blueprint in a “command and control” traditional management discipline.

Business Architecture is like a compass tool for the organization to navigate through the right direction, implement a good strategy by enhancing the processes of problem diagnosis (current state), setting up policy/guideline, doing gap/impact analysis to define where and how, that bridges the gap between what is required and how it is implemented, and taking cohesive actions in change management. The information provided in the architecture provides guidance/direction on what steps need to be taken by the board and senior executives to reach their strategic goals for the company.

Can the architecture be used dynamically to optimize complexity and monitor reality? We no longer live in the world that runs in years, but one that runs in minutes. 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. A new paradigm arises out of new mindsets, fresh knowledge, and innovative approach. Business Architecture is considered as an instrument for leading changes successfully only if it can monitor reality, optimize complexity, enable maximum reuse of assets, and eliminate the costly re-inventing of the wheel.

While Enterprise Architecture does and should include the "whole" enterprise, the "as is" models need only to be appropriately scoped to determine starting state, monitor reality, and enable/validate the road maps. From a management perspective, 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 components into loosely coupled dynamic business capabilities to enable iterative strategy management.

Does architecture enable the seamless alignment of people, process and technology?
Alignment is
fundamental and multidimensional to ensure a seamless strategy implementation. Misalignment is often caused by a lack of systems thinking, dysfunctional management behavior, and outdated practices. Anything less coherency and consistency will be a problem. Strategic alignment occurs on multiple levels, but it presupposes the ability of each link to articulate their strategic intent. Contemporary architecture framework facilitates open communication, it is a critical body, enabling “mind crafting” to deal with the diversity of thoughts, know how to tap their various resources and be inclusive and recognize merit; enforcing information analysis, technical rigor, and business alignment.

Business architecture can be very valuable to take a look at balancing the business priorities and forcing conversations that are otherwise difficult to have, enforce cross-divisional communication and collaboration, and make strategic alignment, for advising, and performance monitoring. It can help to perform a wide array of activities including strategic positioning, segment analysis, process measurement and optimization. It also helps to orchestrate the interrelationship between people and process, sustaining a balance of diversified viewpoints, leverage repeatable processes, and master expectation management.

Forward-thinking organizations are in search of business architecture totality, reimagine and reinvent the future of business. 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.


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