Organizations today need to become more open and responsive, be solid enough to keep business in order and fluid enough to keep things flowing.
The hyper-connecting nature of contemporary organization offers particularly fertile ground for developing business growth opportunities, and catalyzing innovation, in part because the ways of doing business and meeting customer expectations both tend to be more flexible than the siloed industrial age.
It’s important to conduct a fit/gap analysis of business requirements vs. capability: Assuming any inputs are incomplete from a holistic perspective and are filtered from the silo's functional view, it’s important to set and manage the various business stakeholders’ expectations. Change is part of the business new normal; the reiteration of the business requirements development process is essential to arriving at the holistic requirements of business transformation.
Organizational capability management flow evolves the multiple stages: Strategic goal – Capability – Business Initiatives Management– Business Success Factors (People, Process, and Technology). To close the gap between “as is” and “to-be” state of the business, identify areas in a capability portfolio that can be optimized. The capability model, once being built, is a tool to visualize the end-to-end enterprise, allowing the organization to demonstrate the right capabilities to build products/services, and then, develop the capabilities that are necessary to support them.
It’s logical to see business architecture being understood as a philosophy to discover the “truth and myth” of enterprise context: Business Architecture brings a holistic understanding of how relationships, ecosystems, market dynamics, and the connections between related business functions work. It maintains a body of knowledge about enterprise purpose and structure, as well as the use of that knowledge and experience in guiding and managing change within the business ecosystem contextually.
In order to improve organization maturity, an architect must consider the whole, their purpose is to achieve the goals for the thing being architected. It is a practical tool to increase visibility and transparency of the business legacy environment through understanding business operation and workflow processes holistically. It is an ongoing business function that helps an enterprise figure out how to best execute the strategies that drive business development and transformative change effectively.
It is crucial to fine tune business processes, structures, resources, and talent to achieve the next level of organizational agility: Agile needs to be the philosophy to perceive multidimensional business values, increasing organizational readability, clarity, responsiveness, understandability, comprehensibility, usability, simplicity, and resilience. Highly effective business managers analyze business choices in a holistic manner that accounts for business agility, to make sure that the business becomes more flexible to deal with changed conditions and unforeseen circumstances smoothly.
Agility is the measure of ability to recognize, act and benefit from changing business circumstances. Agility should not be translated to sacrificing guidelines, planning or effective processes, project/products management. To improve business agility and maturity, organizational management needs to keep consolidating, integrating, and optimizing, enhancing multilayer business relationships, strategic alignment, cross-boundary communication & collaboration continually.
Organizations today need to become more open and responsive, be solid enough to keep business in order and fluid enough to keep things flowing. To expedite changes, the organizations must step out of their comfort zone, try to improve, develop, or change things in a prioritized order to improve business management fluency, and make proactive movement within the ever-evolving digital ecosystem for achieving long term business advantage.
It’s important to conduct a fit/gap analysis of business requirements vs. capability: Assuming any inputs are incomplete from a holistic perspective and are filtered from the silo's functional view, it’s important to set and manage the various business stakeholders’ expectations. Change is part of the business new normal; the reiteration of the business requirements development process is essential to arriving at the holistic requirements of business transformation.
Organizational capability management flow evolves the multiple stages: Strategic goal – Capability – Business Initiatives Management– Business Success Factors (People, Process, and Technology). To close the gap between “as is” and “to-be” state of the business, identify areas in a capability portfolio that can be optimized. The capability model, once being built, is a tool to visualize the end-to-end enterprise, allowing the organization to demonstrate the right capabilities to build products/services, and then, develop the capabilities that are necessary to support them.
It’s logical to see business architecture being understood as a philosophy to discover the “truth and myth” of enterprise context: Business Architecture brings a holistic understanding of how relationships, ecosystems, market dynamics, and the connections between related business functions work. It maintains a body of knowledge about enterprise purpose and structure, as well as the use of that knowledge and experience in guiding and managing change within the business ecosystem contextually.
In order to improve organization maturity, an architect must consider the whole, their purpose is to achieve the goals for the thing being architected. It is a practical tool to increase visibility and transparency of the business legacy environment through understanding business operation and workflow processes holistically. It is an ongoing business function that helps an enterprise figure out how to best execute the strategies that drive business development and transformative change effectively.
Agility is the measure of ability to recognize, act and benefit from changing business circumstances. Agility should not be translated to sacrificing guidelines, planning or effective processes, project/products management. To improve business agility and maturity, organizational management needs to keep consolidating, integrating, and optimizing, enhancing multilayer business relationships, strategic alignment, cross-boundary communication & collaboration continually.
Organizations today need to become more open and responsive, be solid enough to keep business in order and fluid enough to keep things flowing. To expedite changes, the organizations must step out of their comfort zone, try to improve, develop, or change things in a prioritized order to improve business management fluency, and make proactive movement within the ever-evolving digital ecosystem for achieving long term business advantage.
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