In order to measure the value of business architecture, you have to be able to see the enterprise holistically as an organism that is struggling to survive in a hostile environment.
It is the management's responsibility to leverage business architecture as an effective tool to reorganize the corporate structure to make it equally flexible, see more awareness is happening about defining the business purpose and engagement, clarify deductive reasoning to apply the theory to the practical problem at hand and improve business manageability and agility.
Architecture activities are like landscaping: The goal of business architecture is to design a scene by fully taking advantage of resources effectively. Enterprise architecture is a business ecological facilitator, it goes even broader and organic, embraces not only tangible, but also intangible, just like landscaping activities, considering soil, sunshine, water, air conditions, seed sorting, etc. Business Architecture is a great planning tool for corporate leaders to gain a systematic understanding of how relationships, ecosystems, market dynamics, interconnectivity, and orchestrate smooth organizational interrelationship between people and processes.
An architect must consider the whole, and their purpose is to achieve the goals for the thing being architected. It is an ongoing business function that helps an enterprise figure out how to best execute the strategies that drive its development. Gives cause to wonder where the right balance is between rigid vs. flexible capabilities. High mature organizations should leverage the architecture lens, integrate the organizational design into the business process design and organizational re-engineering, to improve business fluidity, agility, and maturity.
Business Architecture is like GPS, for steering, navigation, integration, automation, or optimization: Business architecture is about identifying gaps in business capabilities and strategies for strengthening them to reach the “to be” state of the organization. Business Architecture is like a GPS for the organization to implement a good strategy, with a few key steps such as: problem diagnosis (current state), set up guidelines (gap/impact analysis to define where and how), following instructions to take cohesive actions, for reaching the future state of the business as a destiny.
Business Architecture is an important tool to look at the multitude of complexity from a business impact perspective as well as from a solution perspective. There are dynamic requirements and constraints because the world constantly changes and no one can really predict the future completely. Business architecture harnesses understanding of business knowledge with contextualization and takes steps further - what they should do upon it. Business architecture is in fact a form of systems thinking which is what distinguishes it from design and elevates both design and construction. Business Architecture is like a GPS, to navigate, bridge, facilitate, establish, and encompass change activities in times of relative status quo remains, to ensure business robustness and resilience.
There are many things that have to be taken into account such as the maturity of the company, its business goals, its ecosystem landscape, etc. The architecture is used as a collaboration instrument to create a decent capability map. You need to understand how to shape a product/service to maximize appeal, you need to be proactive in pushing stakeholders toward concepts. By leveraging architecture as a toolbox, business management can find the right “tipping point” for coming up with premium solutions. The value is not in the tool box itself but in how to use it, having clearly understood how your business works and what their goals and strategy are.
Business architecture addresses all aspects of the enterprise by capturing the roles, responsibilities, processes, functions, etc, needed for the enterprise to achieve its goals. In order to measure the value of business architecture, you have to be able to see the enterprise holistically as an organism that is struggling to survive in a hostile environment. You can be as inspirational as you wish about your target architecture, but you must keep your feet on the ground for the next transition architecture up on your road map, keep optimizing organizational processes, capabilities, as well as overall competency and maturity.
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