2018
Enterprise Architecture as
a Business Strategy
BOOK SUMMARY – MASTER INFORMATION MANAGEMENT
ENTERPRISE ARCHITECTURE AS A BUSINESS STRATEGY ROSS/WEILL (2006)
, 1. Foundation for execution
1. Operating model
a. For delivering goods and services to customers
b. Business process integration and standardization
c. Enables end-to-end processing
d. Forces an understanding of data across diverse BU
2. Enterprise Architecture
a. Logic for business process and IT infrastructure
b. Integration and standardization requirements of the operating model
c. Long-term view of company’s processes, systems and technologies
d. So that individual projects can build capabilities
3. IT engagement model
a. System of governance
b. To ensure IT projects achieve local AND companywide objectives
c. Alignment between IT and business objectives
d. Coordinates the IT and
business process decisions
Importance:
- Companies with a solid foundation have
higher profitability, faster time to market and
lower IT costs.
- Companies without a solid foundation face a
number of serious risks that weren't present
just ten years ago.
- Business Agility increasingly depends on a
foundation for execution
- Companies with solid foundation for
execution have more transparent information
and ability to access data more quickly.
- Less risky to build a foundation than the
alternative.
2. Defining the Operating Model
First step in building a foundation for execution. Enables rapid implementation of a range of strategic
initiatives but will fail to support initiatives that are inconsistent with the assumptions it’s built on.
Key dimensions (two separate decisions
1. Business Process Standardization
a. How will a process be executed (regardless of who is performing the process or
where it is completed)
b. Delivers efficiency and predictability across the company
c. Result of standardization (reduction of variability) can increase the throughput and
efficiency
d. Standardized processes limit local innovation
e. Transition to standardization usually requires good systems and processes to be
ripped out and replaced (politically difficult and expensive).
2. Business Process Integration
a. Links the efforts of organizational units through shared data
Enterprise Architecture as
a Business Strategy
BOOK SUMMARY – MASTER INFORMATION MANAGEMENT
ENTERPRISE ARCHITECTURE AS A BUSINESS STRATEGY ROSS/WEILL (2006)
, 1. Foundation for execution
1. Operating model
a. For delivering goods and services to customers
b. Business process integration and standardization
c. Enables end-to-end processing
d. Forces an understanding of data across diverse BU
2. Enterprise Architecture
a. Logic for business process and IT infrastructure
b. Integration and standardization requirements of the operating model
c. Long-term view of company’s processes, systems and technologies
d. So that individual projects can build capabilities
3. IT engagement model
a. System of governance
b. To ensure IT projects achieve local AND companywide objectives
c. Alignment between IT and business objectives
d. Coordinates the IT and
business process decisions
Importance:
- Companies with a solid foundation have
higher profitability, faster time to market and
lower IT costs.
- Companies without a solid foundation face a
number of serious risks that weren't present
just ten years ago.
- Business Agility increasingly depends on a
foundation for execution
- Companies with solid foundation for
execution have more transparent information
and ability to access data more quickly.
- Less risky to build a foundation than the
alternative.
2. Defining the Operating Model
First step in building a foundation for execution. Enables rapid implementation of a range of strategic
initiatives but will fail to support initiatives that are inconsistent with the assumptions it’s built on.
Key dimensions (two separate decisions
1. Business Process Standardization
a. How will a process be executed (regardless of who is performing the process or
where it is completed)
b. Delivers efficiency and predictability across the company
c. Result of standardization (reduction of variability) can increase the throughput and
efficiency
d. Standardized processes limit local innovation
e. Transition to standardization usually requires good systems and processes to be
ripped out and replaced (politically difficult and expensive).
2. Business Process Integration
a. Links the efforts of organizational units through shared data
