In this era of globalization, merger/acquisitions and rapid market shifts, organizations are growing increasingly complex. A host of factors - multiple time zones, unique regional/office cultures, perceived differences in missions among departments - can create a corporate version of the Tower of Babel. As a result, executives and employees may have difficulty comprehending where and how all the various "parts" fit into a cohesive vision. In the book Business Architecture: The Art and Practice of Business Transformation (Meghan-Kiffer Press/available now), authors William Ulrich and Neal McWhorter explain how CIOs and other leaders can proactively launch a well-planned series of steps to provide greater clarity of their organizations' past and present to guide team members toward a unified future. The essential premise of a business-architecture initiative is that it does not fade away with the passage of time. Instead, companies must ensure that business-architecture practices remain constantly applied to emerge as a permanent, valued dynamic of the corporate culture. Ulrich is president of TSG Inc., a management consulting firm specializing in business and IT alignment. McWhorter is a principal with Enterprise Agility, a company that seeks to help organizations improve their abilities to deliver new business capabilities. They are also co-founders of the Business Architecture Guild and co-chair the OMG Business Architecture Special Interest Group.
1. Allows organizations to sort through the maze of redundant, fragmented business infrastructures. Distant "pieces" moving in the same direction without knowledge of each other are eliminated.
This article was originally published on 01-13-2011
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