By: Ciopages Staff Writer
Updated on: Feb 25, 2023
Effective business architecture is a critical foundation for companies embarking on a digital and cognitive transformation.
Understanding the current state of capabilities and envisioning future state evolution of existing as well as emerging capabilities can serve as a compass for the enterprise transformation roadmap.
In this digital world, the design is the experience layer, business capabilities are the structural layer, and stakeholder journeys or value streams are the have neither been efficient or effective. Making business architecture useful is a burning issue and is a critical question to ponder for many practitioners and thought leaders in the industry.
A majority of business architecture practitioners are struggling with how to differentiate what they do from enterprise architecture, business analysis, systems analysis, and product management. While to the purists, the distinction may be crystal clear, to many in the C-suite unless the value of business architecture is clear and present, the viability of the professional will be in question.
In recent years, UXD (User experience design) and associated tools and techniques such as design thinking, journey mapping, visual design et al. have been front and center in most enterprises. Apple, Uber, Spotify, Amazon, and others have set the bar for design and experience, and corporate titans have taken note and embracing the concepts.
However, in the case of business architecture, it seems many executives don’t understand the value and the impact, and the practitioners are not doing much to change this perception. Even today, many business architects do not focus enough on business outcomes and strategic value-add.
Category : Capability Models
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View ProductWe recommend that a business architect must be more than a person documenting boxes and arrows. She/he must be a transformation catalyst and real problem solver. If business architects do not transcend their current constricted world of models and views, the company’s leadership may not deem them as critical lynchpins to enterprise evolution.
For example, if an executive were to think of who does what at the top of their mind, here is what they’d think.
Business and Corporate Strategy: Strategists in conjunction with the C-suite develop “Strategy” and “Operating Model.”
Product Owners: Product Managers are responsible for product roadmaps with the head of the group responsible for cross-product roadmap optimization.
Solution Architecture: Solution architects define the application architecture.
Business Analysis: Business analysts elaborate on business/functional requirements.
Systems Analysis: System analysts do impact analysis of business requirements on systems.
Data and Information Architecture: Data architects develop data models and are responsible for data architecture.
Experience Design: Designers are responsible for experience design.
Software Development: Programmers code and testers do quality assurance.
In the first run, the role of a business architect does not come to his/her mind immediately.
(NOTE: Please understand that it does not matter whether this executive is right or wrong or misinformed. However, she/he controls the budget and at consequently the workflow.)
So, what do business architecture practitioners do to make business architecture effective and efficient?
Do you have other ideas on making business architecture effective? Practitioners and consultants are welcome to share your ideas on how to build an effective business architecture
Category : Capability Models
View ProductCategory : Capability Models
View ProductCategory : Capability Models
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