Business & Enterprise Architecture

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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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Figure 1 — The four “ares.”

Navigating the Digital Landscape: Getting Things Done and Reaping the Rewards

by Joe Peppard, by John Thorp

We have developed a simple yet powerful framework to help business leaders navigate the digital landscape based on four business-focused questions that are at the core of effective governance of digital. We call these questions the four “ares.” In our previous Advisor, we discussed the first two of the “ares”: Are we doing the right things? and Are we doing them the right way? This Advisor explores the two that remain.


Building Business Architecture

by Whynde Kuehn

Your business architecture knowledgebase should include content for each business architecture domain that you have determined to be applicable for your organization (most or all usually apply). The content for each domain includes names, attributes, and relationships to business architecture domains as well as other domains (e.g., system applications). The knowledgebase can be created and refined over time.

Figure 1 — IoT-enabled enterprise architecture.

Emerging Architecture in the Era of Things

by Charles Butler, by Stephen Hayne

This Advisor considers the impact of the Internet of Things (IoT) on traditional business and technology architectures and introduces the role of EA as an effective methodology for developing and implementing IoT strategies. 

Business & Enterprise Architecture

A Risk Management Approach to Digital Disruption

by Roger Evernden

The best response to digital disruption from the EA team is to examine the dis­ruption, understand the implications in terms of the components and configuration of the architecture (i.e., translate them into architectural thinking), and present options for responding as potential changes to the architecture. The important thing is to present these options as clearly as possible so that stakeholders can make architecturally informed decisions.

Figure 1 — The lambda architecture.

Time Is of the Essence in Data Architecture

by Mariusz Rafalo

This Advisor offers a model that identifies the big data capa­bilities needed to connect data analysis with a specific business context and to do it quickly. 

Balaji Prasad

Architecture: Pilot or Autopilot?

by Balaji Prasad

Systems that simplify and enable an autopilot mode can help in dealing with complex real-world situations, unless they lead to implicit and unquestioning trust that ends up taking relevant human intelligence out of the loop.

Gustav Toppenberg

The First Step: Scoping the Digital Backbone

by Gustav Toppenberg

This Advisor describes the first step in implementing a digital backbone: scoping. It draws on the lessons the author has learned in his work with transformational change in technology organizations.

Whynde Kuehn
Executive Update

Accelerating Business Architecture: Leveraging Tools

by Whynde Kuehn

A business architecture tool provides a repository for maintaining business architecture content and the ability to generate a wide array of blueprints and reports, which are then used for purposes of analysis and communication in various business scenarios.