Much of what we do in the world of enterprise architecture and business process management is based on pre-defined analysis and design techniques, like a game that has a well-defined set of rules and operates within a bounded, predictable universe. You know what the aim of the game is (check-mate your opponent, or reduce the cost of your application landscape, for example) and follow the rules to get the optimal outcome.
Application Programming Interfaces (APIs) have emerged in recent years as a key enabler of digital transformation and enterprise agility.
By defining and deploying APIs, senior IT leadership can increase the responsiveness and adaptability of IT systems – both legacy and modern – by linking applications and data faster and more effectively. This enables a de-coupling between Agile ways of working for systems of engagement – the “front end” applications used by end users, where user experience and responsiveness are vital – and the more highly governed working practices for “back end” systems of record that often still underpin core capabilities of the enterprise.
Artificial Intelligence (AI) seems to be a buzzword lately, promising techniques and tools that could influence our lives, our work and the way we do business. For many designers and enterprise architects, the question becomes: What would be the role of designers on all levels (strategic, EA, BPM, data, technical) in incorporating AI in a company? There are even ethical questions that may arise when instituting AI in a company, which you must take into account before making the change.
In the first blog of this series, I explained how important it is to raise your digital change capability to become an adaptive enterprise. I also highlighted the role of effective communication, as well as approaches to categorize and visualize enterprise architecture descriptions based on the TOGAF and ArchiMate standards. In this series, I also included guidance on which approach to select for modeling Architecture and Solution Building Blocks (both are types of logical or physical components). To round out this series, I will end by discussing the connection to Deployed Solutions.
Adaptive Enterprise – We are currently living in an interesting time. The digitization of all business capabilities has reached a new level and has had a huge impact on virtually every industry. Business models are being redefined and new companies have emerged to become global players. Today, companies must be more agile than ever before and the speed of change will only continue to increase.
Defining a good strategy is difficult, especially in this rapidly moving digital world. But realizing your strategy is even more complicated. After all, how do you ensure a strategy is implemented in a coordinated, coherent way? How do you manage all of the moving parts?
The effective use of digital technologies is paramount in a competitive environment. To succeed, you don’t need a separate digital strategy; you need a business strategy for the digital age. But digital transformation is difficult to manage because it requires you to change many moving parts of your enterprise, much like redesigning and rebuilding an airplane while in flight.
When we think about supporting Business Transformation, we immediately start with the detail. Architects and analysts dive into the nuts and bolts, create some brilliant ‘technical designs’ and models but to non-architects, it often appears as “just boxes and lines”. In this blog I will explain some simple techniques to help bridge the gap.
Few companies have a systematic and reliable way of translating their business strategy into action across all relevant parts of the organization. Research on digital transformations by MIT Sloan  distinguishes between the ‘what’ (what does an organization want to achieve) and the ‘how’ Read more
A big congratulations goes out to our customer South State Bank for being chosen as a winner in this year’s Forrester and InfoWorld Enterprise Architecture Awards 2016. Read more
A useful technique for service design and innovation is the Service Blueprint. It is related to customer journey maps (see our previous blog) in its emphasis of customer touchpoints, but focuses more on the realization of services by underlying activities and less on the quality of the customer’s experience. Read more
Organizations have always had to adapt in order to stay relevant, but in today’s fast-paced market, change is more necessary than ever. The ‘Digital Enterprise’ requires major business transformations, delivered at speed. The ‘unfreeze-change-refreeze’ model, reasoning from a stable current to a desired future state, no longer applies. Read more
Organizations have always had to adapt to change in order to stay relevant. But in today’s fast-paced market, change is more necessary than ever. In a recent survey we found that over 60% of C-level management thinks that changing the business model is the main driver for business transformations. Read more
In a recent article by McKinsey, they eloquently argued the importance of enterprise architecture for digital transformations. But they also provide some important criticism of the state of practice. To be really effective at supporting digital transformations, many enterprise architecture practices need to change their behavior.
On June 14, The Open Group launched the new version of the ArchiMate modeling language for enterprise architecture at the Enterprise Architecture Conference 2016 in London. This is a new step in the development of a standard that started in Netherlands, but in the meantime has received broad international acceptance.
We’re all about collaboration at BiZZdesign. In fact, our digital business design software platform, BiZZdesign Enterprise Studio, encourages continuous collaboration by allowing several people to work in one platform. However, effective collaboration requires you to build relationships with colleagues across the entire organization. The effort you make to get to know other groups’ concerns will help further down the line when addressing any project issues that may arise.
Two weeks ago, we wrote about the impact of multi-speed IT on the IT organization and enterprise architecture. Let us now talk about the different options for managing a multi-speed IT approach. Read more
Looking back to many discussions about Digital Strategy with different organizations, most of them have the challenge of going through a balancing act day by day. Firstly, a Digital Oriented Organization needs to accept that the roles and responsibilities of Business and IT will merge together, whilst both parties need to enable business and IT innovations towards digital business needs. Read more
Strategy execution remains a challenging task for many organizations. The ‘Digital Enterprise’ requires major business transformations, delivered at speed. Most organizations are in a constant state of change. The ‘unfreeze-change-freeze’ model, reasoning from the current to a desired future state, no longer applies; the current state is always in flux and the future state is a moving target. Read more