Besides planning capability, process, can Business Architecture focus on soft-discipline such as planning & roadmapping, people delight, management best practices.
The architectural views are any aspects of the enterprise concern to a stakeholder, help to estimate the magnitude of the impact of events which may occur in strategic/operational plans, deal with the variety of complexity effectively. It helps to restructure the digital company which is solid enough to give some sort of forms or meanings and open enough to its environment and allow the movement of people, ideas, and information frictionlessly.
Initiate business architecture design with do-it-self and drag-drop capability: Neither architecture nor design are “events” of creativity, but are in fact, innovative activities that extend over time. Is enterprise architecture design as simple as possible but not simpler? There is an emergence-vs-design-paradox thereon across the business complexities around the multi-faceted business world. The architect team has all the right skills to make the right architectural and design decisions and are authorized to do it.
Initiate business architecture design with do-it-self and drag-drop capability: Neither architecture nor design are “events” of creativity, but are in fact, innovative activities that extend over time. Is enterprise architecture design as simple as possible but not simpler? There is an emergence-vs-design-paradox thereon across the business complexities around the multi-faceted business world. The architect team has all the right skills to make the right architectural and design decisions and are authorized to do it.
The focus is to manage and organize work with the theme of “Do It Yourself”; from self-service leadership, to self-managing team, and self-service data-based analytics, focuses on delivering work via culture of “pull”; such an agile team has the full authority on the practices, processes, tools, engineering methods they would like to use to design architecture by following three “I” principles: Incrementalism, Iteration and Improvement, well suited to adapt to the rapidly changing environment.
Initiate enterprise knowledge related conversations, understand how well do the architectural assets cover the entire scope of the organization, from scope through to the operations layer: With the exponential growth of information and hyper-connected nature of the business, the border of knowledge domains has a blurred scope, knowledge does not stand still, and it is expanded in the continual base. Knowledge as a soft business asset is more intangible, complex, and dynamic compared to the physical asset. It's practical to use architecture as a body of knowledge and experience in gaining a contextual understanding of the business, bridging a multitude of viewpoints, navigating critical business activities, and predicting opportunities and risks ahead.
Knowledge is one of the most invaluable assets to every organization and its availability, integrity, and confidentiality can be crucial to how the organization functions or maintains its competency. Knowledge doesn’t always inform you of true understanding, it is not an isolated fact but needs to flow and transfer for increasing the contemporary business consciousness and achieving its business value. Enterprise architects with solid domain knowledge can design an interactive knowledge architecture and take dynamic knowledge disciplines, allow knowledge to flow frictionlessly; and spur creativity. As we all know knowledge is power. In fact, more attention needs to be placed on the conditions that allow knowledge to flow, connect dots to create new ideas, and generate business value by designing an interactive knowledge architecture and taking dynamic knowledge disciplines, providing feedback for business betterment proactively.
Initiate business architecture activities to delight people: It is without a doubt that many organizations across the geographical or industrial boundaries have come to the realization that in order to be successful, they have to focus their efforts on building people-centric business. So lean on customers, engage employees, and focus on creating value for people in every step, instead of traditional top-down, inside-out business hierarchy. A digital era upon us is about choice, innovation, people-centricity, etc. A well-designed choice architecture helps to eliminate confusion, apply a holistic view, align resources and talent, orchestrate the business interrelationship between people and process, facilitate the planning and communication, make “tough choice” to improve decision coherence, and take customized approaches to solve critical problems with people as a focal point.
People-centric innovation often happens at the intersection of people, process, and technology. Business leaders should develop a people-centric organization so the creative energy can flow and collective human capabilities can really be transformed from architecture, design, and engineering perspectives to produce high performance business results.An architecture that integrates the art and science to unpuzzle innovation serendipity, plays a significant role in shaping contemporary enterprises as either a communication tool to facilitate continuous digital dialogues or a design tool to improve customer centricity.
Besides IT, capability, process, can Business Architecture focus on soft-discipline such as planning & roadmapping, people delight, management best practices to reflect vision, value and change from outside-in customer point of view, instead of today’s inside-out, to improve overall organizational effectiveness, agility, and maturity.
Knowledge is one of the most invaluable assets to every organization and its availability, integrity, and confidentiality can be crucial to how the organization functions or maintains its competency. Knowledge doesn’t always inform you of true understanding, it is not an isolated fact but needs to flow and transfer for increasing the contemporary business consciousness and achieving its business value. Enterprise architects with solid domain knowledge can design an interactive knowledge architecture and take dynamic knowledge disciplines, allow knowledge to flow frictionlessly; and spur creativity. As we all know knowledge is power. In fact, more attention needs to be placed on the conditions that allow knowledge to flow, connect dots to create new ideas, and generate business value by designing an interactive knowledge architecture and taking dynamic knowledge disciplines, providing feedback for business betterment proactively.
Besides IT, capability, process, can Business Architecture focus on soft-discipline such as planning & roadmapping, people delight, management best practices to reflect vision, value and change from outside-in customer point of view, instead of today’s inside-out, to improve overall organizational effectiveness, agility, and maturity.
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