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.

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In Part II of this Executive Update series on business architecture and sustainability, we detail business architecture’s role in transitioning to the circular economy while concurrently delivering related business strategies that include opening up new markets and new revenue streams.
Knowing the competitive environment of your company, division, department, or unit is the first step in ensuring you're solving the right problems. This Advisor explores four styles of competitive environments — classical, adaptive, shaping, and visionary — and provides guidance on determining which styles best fit your current situation.
When contemplating transformation, you should test your assumptions in a pilot project before betting the farm on them. Such a project should be chosen to have minimal impact on the company in case of failure, should be realistic to build with a small team, and should have high potential for growth.
This Advisor considers a few qualities that an enterprise architect must have. The goal is to provide a starting point for using the framework of architecture quality attributes to understand desirable traits in an architect.
In Part I of this two-part Executive Update series on business architecture and sustainability, we provide an overview of the circular economy and the strategic challenges it presents and demonstrate how business architecture provides the means for a formal, robust transition to the circular economy.
Some people might argue that their data architecture team has defined their data. This may be true, but even in the best of cases, existing data definitions rarely reflect the breadth, clarity, and rationalized business perspectives required to fully represent information as it is viewed by the business as a whole. But there is a discipline that if applied properly can help.
In much the same way ”design-for-producibility” is key to successful hardware production, “architect-for-real-ability” is key to capability realization. Everyone involved from the beginning in the specification, development, and operation of a capability needs to perform as, an organized, integrated team.
As industries have become completely unpredictable, modern strategic planning requires distinct skills to determine competitive environments. This Advisor explores how troubleshooting can help you identify the competitive environment for your industry, how strategy is the design of your solution, and how your enterprise is the implementation of that solution.