There is incredible pressure on organizations to be able to fundamentally change and to sustain their ways of working. Issues such as globalization, massive cost reductions, new forms of competition, social changes, technology breakthroughs and many others are leaving organizations in a race to adapt fast.
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Evidence has shown that those organizations that have a good knowledge of all of their current business resources and how they interact with one another can handle the challenge better than the others. The ones who cannot move fast enough are often those that do not have an aligned knowledge base of capabilities because they previously built isolated business solutions that ignored sound architectural principles and created solutions from scratch with huge amounts of redundancy and significant integrity issues. All of this just gets worse over time.
There is no doubt that a solid architecture of all business capabilities is needed to quickly and confidently leverage the knowledge of and about the business so we can respond quickly to constant change and disruption, can anticipate issues and become much more innovative, be able to implement enterprise technologies on time with minimal pain and align business resources to work together for integrated and effective business results for external stakeholders. To do this we need to architect and align our intellectual and physical assets and reuse capabilities.
Ultimately it is about the business itself with many perspectives converging; being able to clearly articulate what we strive to accomplish (the ends) and what we have to build, connect and do (the means). Alignment among many moving parts characterizes this emerging and converging practice. To attain unification of all capabilities Business Processes will play a key role. Alignment of a value added, practical and implementable Business Architecture and Business Change Portfolio will be our payoff but without process coordination nothing will change much.
Transformation initiatives should re-use the content of the Business Architecture to select, scope, and execute business change projects. Stakeholder analysis and performance metrics as well as cultural assessment results will drive business analysis using process and related models decomposed from the architecture. Analysis of measurement data traceable to the top of the business performance scorecard will help to find symptoms and causes of poor performance critical to realizing the business intent and the processes and capabilities needed. Aligned implementation and change management plans can now be established and a cultural change program launched to ensure the business changes will stick. This highly participative workshop will delve into all aspects of Business Architecture, Business Processes and Business Capabilities from top to bottom.