As has been our tradition for the last several years, we've compiled the five most intriguing articles published by the Business & Enterprise Architecture practice for today's Advisor. How did we come up with this list? We chose the articles that garnered the most feedback from Cutter Members. Your questions and comments not only make it possible to create lists like this, they help focus Cutter's Senior Consultants' research on the areas that are most important to organizations like yours. So please keep your feedback coming. Look for these lists from each of our four practice areas and rediscover Cutter's most intriguing articles of the year!
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by William Ulrich
Faced with a cross-section of seemingly disparate business and technology demands, one would logically ask how a business can concurrently execute a multiheaded set of strategies against operating models that are at best opaque and at worst driving companies out of business. The answer requires breaking down a business to its basic building blocks, which in turn provides a common lens through which to view and align business objectives, initiatives, and related investments.
by Nick Malik
Many enterprise architecture (EA) teams struggle with creating a program that demonstrates the level of strategic value that they believe EA should have. This Executive Report provides five tangible, actionable steps to remove many of the most common roadblocks to growing the strategic nature of your EA program. I call this process “climbing the ladder.”
by Whynde Kuehn
There is a common set of questions burning in peoples’ minds when they think about the business architect role, whether they are new to the discipline or experienced but seeking to compare approaches. In this Advisor, we address these important questions based on practical experience and best practices employed by a wide range of industries, organizations, and geographies.
by Roger Evernden
In this on-demand webinar, you'll explore how organizations and entire industries must rethink value — creating and capturing it — to meet the challenges of digital disruption. You'll go beyond the surface analysis of digital disruption to examine the formidable changes that digital will bring to our lives.
by Balaji Prasad
In a recent Advisor, we called out an important function of architects: “to grapple with the elements of the enterprise that are disproportionate in their influence, and make them deliver [business value].” What is implicit in that statement is a recognition that “grappling” occurs because complex situations demand that we make the right tradeoffs and choices. It’s all about decisions. Who makes these decisions?