Organizations need to be resilient and agile to adapt to a market that is changing at a faster pace. Due to the increase in digital technologies available at consumers’ fingertips, organizations need to innovate and get the capabilities needed to support these new digital offerings that customers are demanding in an effective way.
Enterprise Architecture (EA) as an enterprise planning framework has its place and merits, yet it often falls short of real-world IT expectations. The traditional EA approach defines the to-be state architecture that may exist for a while but does not last long.
Aircraft safely is of interest to everyone around the world. To address aircraft safety there are certification processes in place where two organizations with the greatest involvement are the FAA (Federal Aviation Agency) in the US, and the EASA (European Union Aviation Safety Agency) in Europe.
Certification is how the FAA manages risk through safety assurance. It provides the FAA confidence that a proposed product or operation will meet FAA safety expectations to protect the public. Certification affirms that FAA requirements have been met.
The transition to Digital First has become a necessity for the survival of private and public sector organizations in a post-pandemic world. It was therefore fantastic to see attendees gather virtually over the course of three days to discuss tangible solutions for navigating the challenges we face today. Sessions and workshops were hosted by a plethora of leading industry experts and centered on the development and implementation of open digital standards to address issues critical to the success of a Digital First enterprise.
Traditionally, business processes have been the principal mean of interaction with business stakeholders for Enterprise Architects. As for the notion of business capability, it is a more recent concept also often used in enterprise architecture. Business capabilities allow a better understanding of how software applications are supporting the business, as very well explained in this video entitled “TOGAF® Business Architecture: Business Capability Guide”. Often, some new business capabilities have no supporting applications, while other older capabilities have too many. Both concepts alone fail to capture the value that an agile customer-driven organization must undertake to keep and grow its market share with more and more rapid and continuous innovative changes and more informed customers that are forcing them to have more fluid business strategies.
As enterprise architecture has developed as a discipline over the last 25 years, it has borrowed significantly from business strategy. Given this, it is important to recognize and understand the business strategy underpinnings of enterprise architecture. A great example is the “Creating the Corporate Future” written by strategic, systems thinker Russell Ackoff. This article will share some of the key insights from the book that were building blocks of enterprise architecture, so you be an even better enterprise architect and strategic thinker.