Aggregated enterprise architecture wisdom
The ability to create ‘insights’ to support business executives is a key benefit for users leveraging BiZZdesign HoriZZon’s enterprise architecture repository. However, creating impactful insights requires purpose, ownership, and work. We show you how to formulate a data strategy that quickly leverages key features of BiZZdesign HoriZZon to help you create insights that matter. How…
In our previous blog in our series on Capabilities and Capability-based Planning, we discussed the relationships between strategy, business models and capabilities. Now we want to delve one level deeper into the operating model of the enterprise. We want specifically to answer: How are capabilities delivered by the enterprise’s operating model? How they all relate:…
Interviews are where jobs are won or lost. A résumé – especially a strong one – will ensure you get your foot in the door but to actually secure the position you need to shine during the interview, which means being prepared. Preparation makes you look knowledgeable and relaxed, two traits that people generally prize…
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.
Let us suppose we can divide the world into those who trust service companies to treat their customers fairly, and those who assume that service companies will be looking to exploit any customer weakness or lapse of attention.For example, some loyal cu…
In some of my posts, I have used the terms vertical and horizontal in relation to Business Architecture. The purpose of this post is to analyse what these terms actually mean.Firstly, the word vertical is often associated with value chain thinking. Typ…
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.
The world has been getting a lot more complex, most…
The post The many lies about reducing complexity part 2: Cloud first appeared on Enterprise Architecture Professional Journal.
By Wolfgang Goebl, Milan Guenther, Annika Klyver and Bard Papegaaij…
The post Enterprise Design Patterns: Radically Increasing Your Impact first appeared on Enterprise Architecture Professional Journal.
We all know that using up-to-date and correct data is crucial to support informed decisions. This is why we are introducing Data Policies in HoriZZon to make it easier for you to carefully delegate responsibilities across your organization. This move will ensure high data quality, as well as support the creation and consumption of trusted…
The post HoriZZon Data Governance: Getting Started with Data Policies appeared first on BiZZdesign.
In the world of technology, there are paradigms of language that arise organically and artificially over time. Necessity requires a shared mode of communication for ideas and as a result, descriptors, nouns, and technical designators are created and shared. The problem arises when certain words acquire a surfeit of meaning, so much so that they paradoxically become less meaningful. There are many examples of this but for our purposes, we’re going to look at “Supply Chain Security”.
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.