To successfully complete a journey, you must first select your destination and then route a path to it. The journey to becoming a robust, efficient and agile organisation delivering the highest level of customer experience is no different.
Why EA?
Every organisation must accommodate change. Enterprise Architecture (EA) allows organisations to intelligently prepare for change and pursue successful transformations. EA not only provides the roadmap that identifies the data, processes and technology to fulfil the required capabilities of the future (end state), but also outlines the current state and the gaps between the two. Strategic Enterprise Planning enables organisations to use their architecture to better understand the impact, resources and risks associated with moving from their current to future state.
EA provides line of sight from strategic annual operating plans to the capabilities (technology, information, processes) required to enable business operations to execute successfully against those plans. To take advantage of changes in technology, an organisation must create and continuously manage its EA. Without a plan an organisation is vulnerable to a constantly changing technology landscape that introduces unanticipated factors which can quickly erode competitive advantages.
EA must incorporate the organisation's objectives and strategies as well as define the roles and KPI's of those involved in executing and delivering these objectives. This is then mapped to the underlying processes and technologies that drive the operations of the organisation. When fundamental shifts in strategic direction occur, the enterprise must effectively invest time, money and resources to develop and improve those areas that will help it achieve its strategic goals. EA guides the decision making process by providing the required information and insights to undertake the right journey.
Establishing a Baseline
Information and insights allow the organisation to respond to rapid market changes and are the strategic sources of competitive advantage for the enterprise. Defining the current state or baseline architecture is the foundation for defining the target end state or desired architecture. The challenge lies in both defining a target state that aligns to future objectives and in developing the journey that outlines the evolution from current state to target state. However, when enterprise information is meaningfully presented, it is easier to predict evolving requirements, to ascertain organisational change to support required transformations, and to determine which technology vendors to partner with.
The power of EA
Constant change means organisations need to understand how the decisions it makes today will affect the organisation over time. This is where the true power of EA comes into effect. For example, launching a new product in an already congested delivery release schedule requires an in depth understanding of the increased demand on the contact centre, the impacts to internal lines of business (LOB's) operations and increased HR demands. Through EA that supports visualisation impact analysis, you can identify gaps, correct processes and mitigate risks. EA assists with understanding the root causes of issues and can prevent the recurrence of problems later.
EA derives its strengths from a wide range of contributors. These contributors consist of front-line employees, managers and directors who are closest to the operating activities of the business, as well as operational staff that develop and manage the technology platforms including project changes. In order to realise the power of EA, information must be gathered from a wide range of subject matter experts across the organisation. Information must be actively managed and kept updated as the enterprise evolves. It is imperative that appropriate access to the EA environment is provided in order to realise the benefits of the investment in EA.
Organisations can enhance their agility in response to rapid changes in the marketplace if they have a mature EA that provides them with the information and insight to transform accordingly.
Why EA?
Every organisation must accommodate change. Enterprise Architecture (EA) allows organisations to intelligently prepare for change and pursue successful transformations. EA not only provides the roadmap that identifies the data, processes and technology to fulfil the required capabilities of the future (end state), but also outlines the current state and the gaps between the two. Strategic Enterprise Planning enables organisations to use their architecture to better understand the impact, resources and risks associated with moving from their current to future state.
EA provides line of sight from strategic annual operating plans to the capabilities (technology, information, processes) required to enable business operations to execute successfully against those plans. To take advantage of changes in technology, an organisation must create and continuously manage its EA. Without a plan an organisation is vulnerable to a constantly changing technology landscape that introduces unanticipated factors which can quickly erode competitive advantages.
EA must incorporate the organisation's objectives and strategies as well as define the roles and KPI's of those involved in executing and delivering these objectives. This is then mapped to the underlying processes and technologies that drive the operations of the organisation. When fundamental shifts in strategic direction occur, the enterprise must effectively invest time, money and resources to develop and improve those areas that will help it achieve its strategic goals. EA guides the decision making process by providing the required information and insights to undertake the right journey.
Establishing a Baseline
Information and insights allow the organisation to respond to rapid market changes and are the strategic sources of competitive advantage for the enterprise. Defining the current state or baseline architecture is the foundation for defining the target end state or desired architecture. The challenge lies in both defining a target state that aligns to future objectives and in developing the journey that outlines the evolution from current state to target state. However, when enterprise information is meaningfully presented, it is easier to predict evolving requirements, to ascertain organisational change to support required transformations, and to determine which technology vendors to partner with.
The power of EA
Constant change means organisations need to understand how the decisions it makes today will affect the organisation over time. This is where the true power of EA comes into effect. For example, launching a new product in an already congested delivery release schedule requires an in depth understanding of the increased demand on the contact centre, the impacts to internal lines of business (LOB's) operations and increased HR demands. Through EA that supports visualisation impact analysis, you can identify gaps, correct processes and mitigate risks. EA assists with understanding the root causes of issues and can prevent the recurrence of problems later.
EA derives its strengths from a wide range of contributors. These contributors consist of front-line employees, managers and directors who are closest to the operating activities of the business, as well as operational staff that develop and manage the technology platforms including project changes. In order to realise the power of EA, information must be gathered from a wide range of subject matter experts across the organisation. Information must be actively managed and kept updated as the enterprise evolves. It is imperative that appropriate access to the EA environment is provided in order to realise the benefits of the investment in EA.
Organisations can enhance their agility in response to rapid changes in the marketplace if they have a mature EA that provides them with the information and insight to transform accordingly.
Stuart Andrews
Stuart Andrews is a program director and management consultant who has been assisting organisations by leading large transformational programs.
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