Guidance in Delivering Value through Architecture
You can create and deploy business and enterprise architectures that improve organizational understanding, increase business opportunities, support agility, and deliver value. Cutter’s Architecture team delivers continuous insights based on their hands-on experience assisting organizations worldwide.
With EA, organization leaders can more readily improve the effectiveness, efficiency, and responsiveness of their enterprise. Effective EA is the key to enabling the enterprise to address orders-of-magnitude increases in complexity and orders-of-magnitude increases in the rate of change.
Business architecture provides a holistic business perspective of a business ecosystem based on a clearly defined, time-tested framework. Core business architecture domains include capabilities, value streams, information, and organization. The extended view of business architecture includes strategies and policies that drive actions and investments, external and internal stakeholders that receive and participate in value delivery, the products and services a business delivers, the initiatives in which a business invests, and the metrics that enable business performance management.
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.
Engaging enterprise architecture (EA) in the acquisition process allows the acquisition team to plan, execute, and evaluate acquisitions within a strategic planning framework that improves acquisition performance without compromising organizational performance.
Why might you want to model strategies? Well, my experiences in working with hundreds of organizations around the world suggest that strategies are often unclear, ambiguous, or muddled. Now there are plenty (possibly good) reasons why this might be the case — some of which I’ll cover here, but from an enterprise architecture (EA) perspective, one of the architect’s key roles is to proactively manage and architect change … and this requires some sense of future direction. So, in this Update, we look at some ways architects help key decision makers form, manage, and use their strategic knowledge in collaboration with enterprise architects.
Cognitive computing requires more than just a collection of advanced algorithms. It involves the use of massively parallel processing (MPP) architectures to coordinate the interaction of the various natural language processing (NLP), machine learning (ML), statistical, and other algorithms as well as the retrieval and integration of data acquired from different systems. This enables processing to arrive at an intelligent decision or outcome when analyzing large volumes of data or interpreting a user’s natural language question.
Against the background of an evolving digital society, disruptive new concepts in information technology emerge. Cloud, big data, mobility, and social media are just a few of these technologies. Each is disruptive on its own, but as they converge and reinforce each other, the disruption is compounded. This is the new style of IT: the combination of these technologies, forcing organizations to rethink how IT is delivered and, more importantly, how IT is consumed to deliver business value.
Architecture is an organization function, just like the many other functions. And, it therefore needs to deal with many of the same issues that, say, finance, needs to deal with. Many of these issues are readily apparent if we get in touch with the intrinsic nature of organizations and what they consist of. Sometimes, this “dust” isn’t as visible because it is often swept under the wide rug of “architecture leadership.” This would be okay as long as there is a clear understanding of what architecture leadership is, but if it becomes just an amorphous catchall, it may end up hiding important organizational behaviors and patterns that lie unaddressed and untapped.