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.
In this on-demand webinar, Cutter Consortium Senior Consultant Whynde Kuehn reveals how, through the combination of business architecture and CX design, organizations can gain more insight into where and how to align and transform their business models so they can focus on the ongoing needs of their customers while driving organizational efficiencies.
Generally, business transformation results in designing a target business operating model (BOM), or in other words, a new “business design.” To implement the target BOM is to operationalize the business strategy. With each transformation cycle and new target BOM, there is a shift in decision making depending on changes in the organizational hierarchy and ways of working. To make sure that this shift occurs smoothly and is working as expected, it is imperative to continuously measure the BOM’s effectiveness both in terms of current and predicted performance.
The critical role of a business architect is to understand the business needs and design the fundamental business elements that can be configured in many ways to realize what the business wants.
End-to-end strategy realization requires many people to work together seamlessly across five stages; this includes teams centered on strategy, customer experience, architecture, product management portfolio management, program and project planning, business analysis, business process, organizational design, and execution. Business architecture is a relatively new addition to the ecosystem of strategy realization, but has a valuable role in all five stages.
We call out the hardware, the software, the applications, the information, and even the business processes, as we visualize the different layers of the enterprise. However, we stop just short of defining the enterprise stack fully; what is noticeable by its absence is the most important part of the enterprise: the people.
Organizations should focus their attention not on integrating, storing, or even analyzing data, but on the effective use of time.
Miklós Jánoska provides a perspective on how we can shift architecture from a governor to more of an enabler.
Bob Galen lays out nine rules of Agile architecture to inform us in how to think about architecture and help us strike the right balance between architecture and agility.