Organizations can leverage Business Architecture to orchestrate dynamic planning processes, pay continual attention to current changes in the organization and its external environment,
In dealing with rapid change and marketing dynamic, the Business Architecture’s role in designing and planning future enterprise is to gain the long term strategic-choreography perspectives, understand business complexity and its hyperconnected, interdependent ecosystem, not just a snapshot of the current business circumstances.
Leverage business architecture tools to understand the high-level functions of your organization such as enterprise knowledge context, capability development: Business architecture contains the organizational context and is strategic in that it gives direction to the business planning and transformation. With an architecture based strategic view, an organization has a vision of what it will achieve, and it creates a paradigm shift in the management approach to building the future state of the organization.
Business architecture also provides a high level view of enterprise capability. A capability draws upon processes, people, information, assets; it can be identified at an architectural level and then, designed, built, made and tested in an organization to match the architectural description. At the strategic level, the architecture-based planning process is a continuous cycle and a part of the management process itself; and then, the responsibility of the management is to make a seamless alignment of planning and implementation. That significantly improves the success rate of business transformation.
Apply architecture as a knowledge management tool to guide decision-making ultimately: In face of unprecedented uncertainty and complexity, there would be an increase in the range of planned activities against the potential unplanned, or presumably unforeseeable activities. Business architecture is an instrument for strategic planning and decision-making by providing a set of explicit vision, mission-statements and strategic key success factors. Business executives who can speak architectural dialect are able to co-establish or update corporate principles for improving decision coherence across the organizational hierarchy, facilitate the digital dialogues between organizational decision-makers and thereby assist in continuous conversations.
The architecture is a useful tool for enabling strategic decision makers in the organization to question business reality, identify some of the uncontrollable elements in the business environment and make a few “educated guesses” about emerging opportunities or risks, as well as how those factors impact the future state of the business in the ever-changing world with increasing paces. So they can make a dynamic and iterative long term strategic planning process that fine tune the internal and external business influence factors, to improve business agility.
The business architecture equivalent takes a look at balancing the business priorities and forcing cross boundary conversations that are otherwise difficult to have: Organizations keep evolving to survive in the fast paced changing reality. The business management needs to enforce both organizational growth and balance cycles among the shareholders and investors smoothly. For all companies, the definition of the roles, and drivers to the board and committees are essential to lead and to maintain a productive relationship with the executive; and make strategic alignment. So the corporate management can use business architecture tools for advising, monitoring, deliberation, sustaining a balance of diversified viewpoints, leveraging repeatable processes, and mastering expectation management.
The future state is very fluid. It can be defined in the present moment but will change while we are trying to reach it. People often talk about ‘change’ as though it was uni-dimensional, or a universal commodity, but there are all sorts of changes that make a huge difference, particularly change that follows vs. change that leads or innovates as the thinking, culture, and control requirements behind them are so different. Organizational architecture is a comprehensive tool to provide multidimensional change views; and it takes a balanced approach to drive desired change as well as keep the organization stable, moving at the right speed.
With today’s business velocity and frequent digital disruptions; there are many things that have to be taken into account such as the maturity of the company, its business, its goals, its technology landscape, etc. Organizations can leverage Business Architecture to orchestrate dynamic planning processes, pay continual attention to current changes in the organization and its external environment, and how this affects the future of the organization, facilitate empathetic communication, and improve organization agility and maturity.