BUSINESS-ARCHITECTURE: INTRODUCTION
BUSINESS-ARCHITECTURE: ON ARCHITECTURE
What do we mean by ‘business-architecture’?
Business architect and enterprise architect
Business-architect or enterprise-architect?
On business-architecture and enterprise-architecture
On business-architecture and enterprise-architecture - more detail
On business-architecture and enterprise-architecture - why this matters
Business-architecture tools
Business-architecture frameworks
Business-architecture governance
On the business of the business
A checklist for business-transformations
- 1. Story and purpose
- 2. Scope and stakeholders
- 3. Context, scale and scaling
- 4. Full-cycle governance
- 5. Structural flaws in the context
- 6. Limits and constraints
- 7. Resistance to change
Building-blocks for a viable business-architecture
Marketing and the service-oriented enterprise
Building effectiveness in a small business
Architecting the balance between usefulness and profit
Architecting the shadows
Business is social, business as purpose
Open Group on business-capabilities - a quick review
Open Group TweetJam on business-architecture
The is-ness of business
BUSINESS-ARCHITECTURE: ORGANISATION AND ENTERPRISE
On ‘shared-enterprise’
Push or pull? - two views of enterprise
Market as organisation, market as enterprise
The whole experience
- Implications for enterprise-architecture
Why whole-enterprise architecture matters
- Implications for enterprise-architecture
BUSINESS-ARCHITECTURE: METHOD AND CONTEXT
Governance is not an end in itself
Professionalism, waivers and the hard questions
Explore, expand, exploit
The motivation dilemma
Evidence-based architecture?
Making continuous-improvement visible
Why before who
To change the structure, change the story
- Practical implications for enterprise-architecture
The reverse-test
Enterprise Canvas for government regulator
Gamification and infinite-games
Relational-assets are not ‘possessions’
Employees as customers of HR
Applications, work-instructions and business-continuity
