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Enterprise Architecture As Strategy: Creating a Foundation for Business Execution
Does it seem you’ve formulated a rock-solid strategy, yet your firm still can’t get ahead? If so, construct a solid foundation for business execution—an IT infrastructure and digitized business processes to automate your company’s core capabilities. In Enterprise Architecture as Strategy: Creating a Foundation for Business Execution, authors Jeanne W. Ross, Peter Weill, and David C. Robertson show you how.
The key? Make tough decisions about which processes you must execute well, then implement the IT systems needed to digitize those processes. Citing numerous companies worldwide, the authors show how constructing the right enterprise architecture enhances profitability and time to market, improves strategy execution, and even lowers IT costs. Though clear, engaging explanation, they demonstrate how to define your operating model—your vision of how your firm will survive and grow—and implement it through your enterprise architecture. Their counterintuitive but vital message: when it comes to executing your strategy, your enterprise architecture may matter far more than your strategy itself.
The key? Make tough decisions about which processes you must execute well, then implement the IT systems needed to digitize those processes. Citing numerous companies worldwide, the authors show how constructing the right enterprise architecture enhances profitability and time to market, improves strategy execution, and even lowers IT costs. Though clear, engaging explanation, they demonstrate how to define your operating model—your vision of how your firm will survive and grow—and implement it through your enterprise architecture. Their counterintuitive but vital message: when it comes to executing your strategy, your enterprise architecture may matter far more than your strategy itself.
256 pages, Hardcover
First published August 1, 2006
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Displaying 1 - 30 of 55 reviews
July 21, 2009
Enterprise Architecture is quite an overrepresented topic at the moment with IT think tanks all having slightly different spins on what it means. In Ross and Weill's latest book, EA focuses on business processes and the operational model that governs how to align, integrate, and standard them. IT should be seen as in service to this exercise, not the driving force. As such, this book does not describe an "Information Technology Architecture" and should not be confused as such.
The book offers a useful framework for thinking about enterprise identity, what operating model is appropriate, and what degree of integration/standardization is right for that model. As such, it acknowledges that different type of enterprise exist and doesn't judge one over another. The chief mantra of the book is that business units need to be engaged with the management (both strategic and tactical) of information systems in order for both business and IT to be successful.
In terms of style: like so many of these types of books, the first few chapters comprise the core of the content and the remaining 2/3 read very much like filler. This book in particular feels very much like a loosely coupled collection of separate essays and white papers written at different stages of maturity and then retrofitted into a single volume. There is sometime a confusing mix of models -- quadrants and maturity models and diagrams -- that are implied to somehow fit together but don't quite gel. The final few chapters succeed at introducing new and interesting concepts, but they feel somewhat divorced from the concepts introduced int he first 3 chapters. Like "Enterprise Architecture" in general, the book struggles to define its main thesis.
The book offers a useful framework for thinking about enterprise identity, what operating model is appropriate, and what degree of integration/standardization is right for that model. As such, it acknowledges that different type of enterprise exist and doesn't judge one over another. The chief mantra of the book is that business units need to be engaged with the management (both strategic and tactical) of information systems in order for both business and IT to be successful.
In terms of style: like so many of these types of books, the first few chapters comprise the core of the content and the remaining 2/3 read very much like filler. This book in particular feels very much like a loosely coupled collection of separate essays and white papers written at different stages of maturity and then retrofitted into a single volume. There is sometime a confusing mix of models -- quadrants and maturity models and diagrams -- that are implied to somehow fit together but don't quite gel. The final few chapters succeed at introducing new and interesting concepts, but they feel somewhat divorced from the concepts introduced int he first 3 chapters. Like "Enterprise Architecture" in general, the book struggles to define its main thesis.
March 30, 2013
A should-read book on managing technology for managers, executives, and entrepreneurs.
Read
February 15, 2016My next master's course will require us to read this book.
A review I found helpful was written by Mark P. McDonald and is as follows:
Ross, Weill and Robertson do what no one else has done in the area of Enterprise Architecture (EA). They have made it understandable and accessible for the executive. EA is an over abused term, often by IT people to intimidate business users and others. Ross, Weill and Roberston provide a well researched, clearly written approach for enterprise architecture and how it applied to business and technical strategy.
The subject may sound dry, but think of it this way -- how do you design your company for current success and future flexibility and you have an idea of the power behind the practices in this book. I say practices rather than ideas because this book is filled with well documented case studies and discussions of what real executives are doing. UPS, CEMEX, Delta Airlines, ING Direct, TD Banknorth are all companies that have realized value. This makes the book practitioner focused and all the more valuable.
Enterprise Architecture zealots will find this book wanting in terms of detailed diagrams and statement professing the unqualified necessity of EA. That is a signal to business executives that this is a book for them to understand the business implications of enterprise design and architecture.
This work is the result of careful examination and study of the topic from a business perspective and that care shows. The book is a balanced and action oriented view on EA, rather than a source of gushing enthusiasm which is something you find in more consulting oriented books.
If you are thinking about how your enterprise can become and sustain its competitive power, change at low risk, and take advantage of new opportunities; then EA may be an answer and this book is the clearest business description of EA, how to implement it and how it works out there.
If you are an IT person, read this book to see how IT concepts like EA are really business initiatives and how to explain them as such to your executives. If you have unbridled enthusiasm for EA then you may be disappointed in this straightforward, business focused discussion.
The book is organized clearly and presents a well structured argument that can lead executives to better understand the value of an enterprise level design.
Chapter 1: To execute your strategy, first build your foundation. This chapter discusses the factors that underpin a well designed organization that is agile and efficient.
Chapter 2: Define your operating model. This chapter covers the missing piece for many company strategies and plans -- how are we going to operate. This section includes an analysis of four major operating model types and what makes them successful.
Chapter 3: Implement the operating model via enterprise architecture. This chapter is among the most important as it puts EA in its proper place as a tool for strategy realization rather than as an end to itself.
Chapter 4: Navigate the states of Enterprise Architecture Maturity. This is a look at the benefits executives should expect as they invest in and realize results from EA
Chapter 5: Cash In on Learning. This chapter discusses the use of management practices and the ability to improve the enterprise because it has an explicit detailed design in the EA.
Chapter 6: Build the foundation one project at a time. With the rational and value of EA understood the book now turns to how you establish an EA and realize its value.
Chapter 7: Use Enterprise Architecture to guide outsourcing. Outsourcing is a big issue that will not go away and one that is subject to abuse, unless it is part of an enterprise design and therefore part of the EA.
Chapter 8 Now- exploit your foundation for profitable growth. This chapter should be read early by executives to understand what is possible for the business, top and bottom line growth.
Chapter 9 Take Charge! The Leadership Agenda discusses the actions and principles needed to make the enterprise successful through EA. This chapter is pretty standard, but it does a great job of showing how EA fits with what executives already know about leadership and growth.
A review I found helpful was written by Mark P. McDonald and is as follows:
Ross, Weill and Robertson do what no one else has done in the area of Enterprise Architecture (EA). They have made it understandable and accessible for the executive. EA is an over abused term, often by IT people to intimidate business users and others. Ross, Weill and Roberston provide a well researched, clearly written approach for enterprise architecture and how it applied to business and technical strategy.
The subject may sound dry, but think of it this way -- how do you design your company for current success and future flexibility and you have an idea of the power behind the practices in this book. I say practices rather than ideas because this book is filled with well documented case studies and discussions of what real executives are doing. UPS, CEMEX, Delta Airlines, ING Direct, TD Banknorth are all companies that have realized value. This makes the book practitioner focused and all the more valuable.
Enterprise Architecture zealots will find this book wanting in terms of detailed diagrams and statement professing the unqualified necessity of EA. That is a signal to business executives that this is a book for them to understand the business implications of enterprise design and architecture.
This work is the result of careful examination and study of the topic from a business perspective and that care shows. The book is a balanced and action oriented view on EA, rather than a source of gushing enthusiasm which is something you find in more consulting oriented books.
If you are thinking about how your enterprise can become and sustain its competitive power, change at low risk, and take advantage of new opportunities; then EA may be an answer and this book is the clearest business description of EA, how to implement it and how it works out there.
If you are an IT person, read this book to see how IT concepts like EA are really business initiatives and how to explain them as such to your executives. If you have unbridled enthusiasm for EA then you may be disappointed in this straightforward, business focused discussion.
The book is organized clearly and presents a well structured argument that can lead executives to better understand the value of an enterprise level design.
Chapter 1: To execute your strategy, first build your foundation. This chapter discusses the factors that underpin a well designed organization that is agile and efficient.
Chapter 2: Define your operating model. This chapter covers the missing piece for many company strategies and plans -- how are we going to operate. This section includes an analysis of four major operating model types and what makes them successful.
Chapter 3: Implement the operating model via enterprise architecture. This chapter is among the most important as it puts EA in its proper place as a tool for strategy realization rather than as an end to itself.
Chapter 4: Navigate the states of Enterprise Architecture Maturity. This is a look at the benefits executives should expect as they invest in and realize results from EA
Chapter 5: Cash In on Learning. This chapter discusses the use of management practices and the ability to improve the enterprise because it has an explicit detailed design in the EA.
Chapter 6: Build the foundation one project at a time. With the rational and value of EA understood the book now turns to how you establish an EA and realize its value.
Chapter 7: Use Enterprise Architecture to guide outsourcing. Outsourcing is a big issue that will not go away and one that is subject to abuse, unless it is part of an enterprise design and therefore part of the EA.
Chapter 8 Now- exploit your foundation for profitable growth. This chapter should be read early by executives to understand what is possible for the business, top and bottom line growth.
Chapter 9 Take Charge! The Leadership Agenda discusses the actions and principles needed to make the enterprise successful through EA. This chapter is pretty standard, but it does a great job of showing how EA fits with what executives already know about leadership and growth.
July 25, 2008
Enterprise Architecture as Strategy: Creating a Foundation for Business Execution Jeanne W. Ross, Peter Weill, and David Robertson
Harvard Business School Press
In their Preface, Ross, Weill, and Robertson suggest that, until now, research and executive education have failed to make a breakthrough in understanding and improving IT architecture efforts. They then recall Albert Einstein's observation, "The significant problems we face cannot be solved by the same level of thinking that created them." What do the authors recommend? "The focus needs to be higher - on enterprise architecture, the organizing logic for core business processes and IT infrastructure reflecting the standardization and integration of a company's operating model...[Therefore] enterprise architecture boils down to these two concepts: business process integration and business process standardization. In short, enterprise architecture is not an IT issue - it's a business issue."
Ross, Weill, and Robertson share what they learned so that other organizations can be guided and informed in their efforts to improve their own performance. More specifically, they respond to questions such as these:
1. What are the most common symptoms ("warning signs") of an inadequate foundation for execution?
2. Which three disciplines must be mastered in order to build one, which is solid?
3. What are the key dimensions of an appropriate business model?
4. How to implement the operating model via enterprise architecture?
5. What are the four stages of enterprise architecture development and how must each be navigated?
6. What are the specific benefits during the implementation of the enterprise architecture?
7. When establishing a foundation for execution, why is it best to build it "one project at a time"?
8. How can - and should - enterprise architecture be helpful when outsourcing?
9. How to leverage its foundation for profitable growth?
10. What are the "Top Ten Leadership Principles" for creating and exploiting a foundation for execution?
With regard to the last question, it is important to keep in mind that Ross, Weill, and Robertson's recommendations refer to enterprise-wide initiatives. Therefore, there must be effective leadership at all levels and in all areas of a given organization while creating a foundation for business execution. Everyone involved must be committed to the foundation, help to identify and remove barriers to progress, "feed the core" with continuous experimentation, use the architecture as a "compass and communication tool," and collaborate with others while proceeding through each stage. These are the capabilities of exemplary companies such as Merrill Lynch Global Private Client, Dow Chemical, JM Family Enterprises, and TD Bankworth. "And what makes [these capabilities] a competitive advantage is that only a small percentage of companies do it well - we estimate 5 percent of firms or less." The material in this book is relevant to all organizations, regardless of size or nature. Even with their differences in terms of scale and available resources, they face the same challenge: effective application of the principles recommended by the authors.
Harvard Business School Press
In their Preface, Ross, Weill, and Robertson suggest that, until now, research and executive education have failed to make a breakthrough in understanding and improving IT architecture efforts. They then recall Albert Einstein's observation, "The significant problems we face cannot be solved by the same level of thinking that created them." What do the authors recommend? "The focus needs to be higher - on enterprise architecture, the organizing logic for core business processes and IT infrastructure reflecting the standardization and integration of a company's operating model...[Therefore] enterprise architecture boils down to these two concepts: business process integration and business process standardization. In short, enterprise architecture is not an IT issue - it's a business issue."
Ross, Weill, and Robertson share what they learned so that other organizations can be guided and informed in their efforts to improve their own performance. More specifically, they respond to questions such as these:
1. What are the most common symptoms ("warning signs") of an inadequate foundation for execution?
2. Which three disciplines must be mastered in order to build one, which is solid?
3. What are the key dimensions of an appropriate business model?
4. How to implement the operating model via enterprise architecture?
5. What are the four stages of enterprise architecture development and how must each be navigated?
6. What are the specific benefits during the implementation of the enterprise architecture?
7. When establishing a foundation for execution, why is it best to build it "one project at a time"?
8. How can - and should - enterprise architecture be helpful when outsourcing?
9. How to leverage its foundation for profitable growth?
10. What are the "Top Ten Leadership Principles" for creating and exploiting a foundation for execution?
With regard to the last question, it is important to keep in mind that Ross, Weill, and Robertson's recommendations refer to enterprise-wide initiatives. Therefore, there must be effective leadership at all levels and in all areas of a given organization while creating a foundation for business execution. Everyone involved must be committed to the foundation, help to identify and remove barriers to progress, "feed the core" with continuous experimentation, use the architecture as a "compass and communication tool," and collaborate with others while proceeding through each stage. These are the capabilities of exemplary companies such as Merrill Lynch Global Private Client, Dow Chemical, JM Family Enterprises, and TD Bankworth. "And what makes [these capabilities] a competitive advantage is that only a small percentage of companies do it well - we estimate 5 percent of firms or less." The material in this book is relevant to all organizations, regardless of size or nature. Even with their differences in terms of scale and available resources, they face the same challenge: effective application of the principles recommended by the authors.
April 19, 2021
What's surprising is how easy this book is to read.
While it's not "recent" the examples given in the book are good enough to give a good overview of the different strategies applicable to understand and expand on an enterprise operating model.
The usage of plenty of examples and writing style reminded me of Accelerate, which focused on the importance of Devops/It in companies.
Because of the high level, it's not directly relevant to a lot of people, but in my opinion it helps better understand the context that I am working in, and will in the future help me take better decisions that better support the strategy of the firm I'm working for.
While it's not "recent" the examples given in the book are good enough to give a good overview of the different strategies applicable to understand and expand on an enterprise operating model.
The usage of plenty of examples and writing style reminded me of Accelerate, which focused on the importance of Devops/It in companies.
Because of the high level, it's not directly relevant to a lot of people, but in my opinion it helps better understand the context that I am working in, and will in the future help me take better decisions that better support the strategy of the firm I'm working for.
February 8, 2019
OK, this is indeed a great book that position EA as a higher methodology in the enterprise stack rather than confining it as a mere toolkit for managing and governing your IT assets (cough, cough, TOGAF). I am betting it was a revolutionary book when it was first released in 2005 which rightfully forecasted the movement of organizations across the maturity levels into the fifth phase which is popularized by Everything as a Service model. If you have time then read it, it is totally worth it.
June 24, 2009
Great view of EA at the strategic level and the use of models for business planning, not just systems.
August 9, 2013
Leitura obrigatória pra qualquer profissional que queira trabalhar com arquitetura corporativa. É provável que seja necessário lê-lo mais de uma vez.
June 10, 2021
This is an ambitious book that sets out how to correct for all of the waste and rework and other matters that result from poorly understood business initiatives being translated into technology undertakings. There is a lot of good material here describing to the reader what enterprise architecture actually is, and how it helps with the problems so described. In particular, I found one of the case studies - which happened to be the life insurance industry, to which I'd returned - to be very compelling as it matched my own challenges.
I found a very useful diagram that dispensed with a lot of the heaviness of a business capability matrix and cut it down to simple alignment: which applications map to what functions across the enterprise. The map provided, which had been created for a specific carrier, was obviously very relevant to our business and I was able to use something similar to document our existing environment.
Where I found the book beginning to bog down was in the same place that many such ambitious books begin to waver: in the prescriptive section. When it came to solutions, the authors found a way to propose "service oriented architecture" in every case. While SOA no longer implies what it once did - supposedly independent bits of code calling one another - that is certainly the use that this book proposes as a kind of panacea. Today we use SOA more loosely to include architectures like API and databases. Something that completely dispenses with the "reusable application" concept and simply parks a set of familiar interfaces in front of all of the dynamic pieces of a database.
However, it's a good read and one that I think might serve as a good reference for anyone attempting to learn something about the enterprise architecture as a way of making a living.
I found a very useful diagram that dispensed with a lot of the heaviness of a business capability matrix and cut it down to simple alignment: which applications map to what functions across the enterprise. The map provided, which had been created for a specific carrier, was obviously very relevant to our business and I was able to use something similar to document our existing environment.
Where I found the book beginning to bog down was in the same place that many such ambitious books begin to waver: in the prescriptive section. When it came to solutions, the authors found a way to propose "service oriented architecture" in every case. While SOA no longer implies what it once did - supposedly independent bits of code calling one another - that is certainly the use that this book proposes as a kind of panacea. Today we use SOA more loosely to include architectures like API and databases. Something that completely dispenses with the "reusable application" concept and simply parks a set of familiar interfaces in front of all of the dynamic pieces of a database.
However, it's a good read and one that I think might serve as a good reference for anyone attempting to learn something about the enterprise architecture as a way of making a living.
December 31, 2023
It would take more effort than I want to expend to really get into this, but overall the book does a good job building a theoretical framework between tech strategy and business strategy. The applicability of these frameworks inside of enterprise contexts is well framed, and probably useful, but I find that operating in those environments that cohesive mapping of strategy and communication is window dressing on the actual decisions that are made. Meanwhile, down market in more startup or growth style organizations, this level of abstraction is unnecessary and distracting from mission.
So, overall, good work, well enunciated, but with limited practical environments. It's a big world, and I'm sure there are organizations where this stuff would really make a difference when baselined properly, but I haven't worked at them yet.
So, overall, good work, well enunciated, but with limited practical environments. It's a big world, and I'm sure there are organizations where this stuff would really make a difference when baselined properly, but I haven't worked at them yet.
September 18, 2021
This is I think the fift book i read in Enterprise Architecture and so far, it's probably the worst. I think this consideration I'm having on the book is actually my fault since I'm a beginner in this area, and my background it's on IT, more preciselly software developer and software architect, and this book is extremely directed to the business side of EA, and don't think its an ideal book for someone with very little e perience on the subject.
I'll read the bookagain in the future, to confirm if my opinion on it changes, but for now and due to the dificulty in understanding what this book tries to give, this is my rating.
I'll read the bookagain in the future, to confirm if my opinion on it changes, but for now and due to the dificulty in understanding what this book tries to give, this is my rating.
May 19, 2022
Tailored to directors or CIOs this book starts with describing four basic operating models, then follows up with four levels of enterprise architecure maturity it posits all companies sit within. Through many real-life examples it illustrates how an enterprise can evolve and transition into healthier stages by organizing its IT, processes and spending. It does not cover software architecture discretely. My page tabs are on 29, 71, 109, 137 & 199.
May 31, 2022
Amazing book. I have worked for organizations doing wonders and what they are doing can be exactly mapped to the ideas and steps given in this book. I have also worked for enterprises who really struggle and they are exactly following what this book explicitly says not to do!!! A must read for all those involved in Enterprise Architecture in the capacity of architecture or management.
October 29, 2019
How do enterprises think about IT? How does enterprise operating model connect with enterprise architecture? Why is enterprise architecture important? How does it evovle? Questions that this book answers quite well. Though, this book is not fresh, it is still very actual.
January 6, 2024
At first, I had my doubts about the "foundation for execution" as mentioned in the book. But after diving deeper into the thought(s) behind it, I must admit that the concept is appealing. Absolutely recommended and a #mustread for business and IT management, as well as architects.
August 18, 2024
Extremely valuable
Excellent book. Compliments the body of knowledge of enterprise architecture frameworks such as TOGAF. It is an essential read for those interested in digital transformation.
Excellent book. Compliments the body of knowledge of enterprise architecture frameworks such as TOGAF. It is an essential read for those interested in digital transformation.
October 26, 2016
A thoroughly researched book with lots of case studies. A good reference for business models. A step by step approach for EA. Must have for enterprise architecture.
November 24, 2017
Read my review here: http://www.evolute.be/reviews/eastrat...
February 11, 2019
Read if you want to understand corporate it
February 16, 2019
Misleading title
Lots of basic general stuff but there are not practical templates to use in the workplace. Was interesting but very little new insights
Lots of basic general stuff but there are not practical templates to use in the workplace. Was interesting but very little new insights
December 14, 2019
Basically an enterprise architecture for non-IT people. The benefit is there, decrease cost, risk, improve efficiency
March 10, 2020
Valuable, knowledge - packed book
Read
July 20, 2020Very good
October 25, 2021
Wanted to read a bit more about EA after an MBA course. The book was published in 2006, the world has moved on since then.
April 26, 2020
Great Book, I want to rescue some key elements:
1. Analyze your existing foundation
2. Define your operating model
3. Desing your Enterprise Architecture
4. Set Priorities
5. Design and execute an IT model
6. Exploit your foundation for growth
I hope you enjoy this book as much as I do.
1. Analyze your existing foundation
2. Define your operating model
3. Desing your Enterprise Architecture
4. Set Priorities
5. Design and execute an IT model
6. Exploit your foundation for growth
I hope you enjoy this book as much as I do.
February 22, 2016
Here's a quick and easy to read book on the relationship between IT and business strategy. The authors are researchers in the field, two of them (Ross and Weill) from the MIT Sloan School's Center for Information Systems Research and the third (Robertson) from IMD in Lausanne, Switzerland. They take the research they have done on IT infrastructure at a number of businesses and cull a couple of major lessons from that data.
The authors stress the needs for firms to understand their operating model and build the necessary enterprise architecture with that model in mind. They describe four basic operating models that identify where the firm falls on a matrix that includes business process integration on one axis and business process standardization on the other. The four models are diversification (low on both axes), coordination (high integration, low standardization), replication (low integration, high standardization) and unification (high on both).
The other major insight they share is that businesses usually develop IT by going through a series of evolutionary steps. The enterprise architecture of most firms usually begins with business silos, moves on to standardized technology, eventually evolves into an optimized IT core and, in the most advanced firms, eventually leads to an IT infrastructure that allows for business modularity. The researchers stress how important it is for firms to go through the stages in order, as their are necessary enterprise-wide education pieces that occurs with each stage.
I am not an IT person, but I did find this book intriguing. I think the big takeaway for me personally is simply this: In this day and age, any firm that is not thinking strategically about their IT and IS are missing the boat. The ways in which you use IS and IT are as much a part of your business strategy as marketing, operations or finance. This book gives the business manager a starting place for thinking strategically about IT.
The authors stress the needs for firms to understand their operating model and build the necessary enterprise architecture with that model in mind. They describe four basic operating models that identify where the firm falls on a matrix that includes business process integration on one axis and business process standardization on the other. The four models are diversification (low on both axes), coordination (high integration, low standardization), replication (low integration, high standardization) and unification (high on both).
The other major insight they share is that businesses usually develop IT by going through a series of evolutionary steps. The enterprise architecture of most firms usually begins with business silos, moves on to standardized technology, eventually evolves into an optimized IT core and, in the most advanced firms, eventually leads to an IT infrastructure that allows for business modularity. The researchers stress how important it is for firms to go through the stages in order, as their are necessary enterprise-wide education pieces that occurs with each stage.
I am not an IT person, but I did find this book intriguing. I think the big takeaway for me personally is simply this: In this day and age, any firm that is not thinking strategically about their IT and IS are missing the boat. The ways in which you use IS and IT are as much a part of your business strategy as marketing, operations or finance. This book gives the business manager a starting place for thinking strategically about IT.
Read
January 17, 2016I have now finished the trilogy... (IT Savvy, IT Governance and this book) by the MIT Centre of Information Systems Research's Weill and Ross. Whilst this is the middle of the trilogy, it is arguably more relevant to me as an Architect than the other books. The common threads of choosing an operating model and defining who has the decision rights are in this book, plus espousing the importance of having an Enterprise Architecture 'blueprint' to guide the organisation in implementing its chosen business model. The book also outlines a four stage (and discusses a 'future' fifth stage) Enterprise Architecture maturity model. The maturity model is interesting and I can identify some organisations' maturity based on this model. The key piece of advice from this book regarding the maturity levels is that you cannot skip a level. The overall summary:
* Executives choose, agree and communicate the operating model
* Assess your maturity
* Derive an Enterprise Architecture 'blueprint' and communicate
* Run projects that 'build the Enterprise Architecture one step at a time' which are inline with your current and target maturity levels and use a strong project methodology
* Govern it all with continued executive support for the Enterprise Architecture
* Executives choose, agree and communicate the operating model
* Assess your maturity
* Derive an Enterprise Architecture 'blueprint' and communicate
* Run projects that 'build the Enterprise Architecture one step at a time' which are inline with your current and target maturity levels and use a strong project methodology
* Govern it all with continued executive support for the Enterprise Architecture
March 15, 2013
I had finished reading VALUE INVESTING when I became partucularly interested in this topic. The Value Investing book stresses the importance of 'processes' in generating returns. That's when I decided to dig deeper into the business architecture. I am actually glad I chose this book! It was extremely enlightening and I gain a better understanding of my MIS course. I saw the big picture of how businesses operate and invest. I found the job of the architect designer entreeging; I never realized so much responsibility could be put in a drawing. I was amazed at the maturity of the average business through the stages and against the market. Outsourcing seems to be a majorly complex maniver that requires alot of input. The book also paints an interesting picture on the roles of not only management but also of other employees. I found that the chapter on linkages made some strong points about why management was needed; although I did not fully agree with the idea of spoon- feeding your employees. This book gives clear and concise advice into the processes and management of starting of a enterprise company.
September 2, 2012
As someone who has been working as an Enterprise Architect for nearly a decade, I was still able to learn a ton of new methods, models and approaches from "Enterprise Architecture as Strategy." The book's approach to building an Enterprise Architecture is refreshingly simple and straightforward. It helps cure the biggest weakness of all Enterprise Architecture efforts that I have been dropped into - IT not sufficiently involving business stakeholders. The book's use of operating models, core diagrams, business process analysis, and business involvement should be required reading for any IT executive. Unfortunately, most have no idea what is going on. Full of wonderfully detailed case studies that show how to apply the concepts, this book will remain on your desk as a reference for years to come. Extricate yourself from the typical Enterprise Architecture death spiral and read this book today. I wish this book would have been available when I started my Enterprise Architecture journey.
February 17, 2016
Very conveniently summarises itself in the last couple of pages: "EA in many companies refers to a detailsed blueprint of systems, data and technology. It is now clear that EA is instead a business vision. EA begins at the top...".
And in a nutshell, that's what the book is about - it's the outcome of a serues of case studies and survey done by Harvard Business School, and their conclusions about what works and what doesn't in developing an enterprise architecture. They identify 4 stages of architecture maturity and discuss how transitions between each can help in each of 4 different models of business enterprise, with the aim of providing business leaders with an understanding of why they should care about EA, and that EA is about business capability not just some "IT stuff" they can ignore.
And in a nutshell, that's what the book is about - it's the outcome of a serues of case studies and survey done by Harvard Business School, and their conclusions about what works and what doesn't in developing an enterprise architecture. They identify 4 stages of architecture maturity and discuss how transitions between each can help in each of 4 different models of business enterprise, with the aim of providing business leaders with an understanding of why they should care about EA, and that EA is about business capability not just some "IT stuff" they can ignore.
Displaying 1 - 30 of 55 reviews