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.
Succeeding as a digital business requires organizations to fundamentally transform their operating model in order to infuse the required level of flexibility and data-driven responsiveness at every level of the enterprise. Establishing an operating model geared for competing in a digital economy involves three key capability areas, as discussed in this Advisor.
Predefined source or reference frameworks such as TOGAF, Zachman Framework, IFW, or DoDAF are all very different. We need a simple way to first identify the factors that we need from each framework, and then combine them to create several relevant checklists or frameworks. This tool is the EA metaframework. This Executive Update provides an explanation of the different types of architecture frameworks, describes the role of the metaframework, and shows how architects can use it to create multiple integrated practical frameworks.
Successful digital transformation enables the organization to embrace innovation, to develop new products and models, and to rapidly realize those to create value. Although there are no blueprints for success, we will examine three best practices that can allow businesses to increase speed and reduce cost, reach customers with an excellent user experience, and experiment with new products, features, and models.
This Executive Update explores the impact of the IoT on traditional business and technology architectures and the role of EA as an effective methodology for developing and implementing IoT strategies. We examine business architecture and how it integrates IoT-driven processes with traditional processes.
How do you compute the valuation of something that has no clear definition? There are a couple of ways to respond: accept that it is good enough to have a very general value proposition for activities that somewhat fit under an “architecture” umbrella, or delineate specific architecture strategies and initiatives whose value can be measured in a manner similar to other investments that enterprises are used to.