Welcome to Enterprise Architects
In this section we discuss the major challenges that organizations face nowadays. Based on that we explain how Enterprise Architects can help with overcoming the challenges via methodologies, techniques and tools when describing the products, services and resources of our Proposition as described in Our Unique Selling Points.
The proposition is very rich with many links to explanatory pages, but the general idea is that with integrating all business and IT components into one environment we can deliver Business Products and Services like early impact of changes, translation of business strategy into architecture capability models, assessments services, decision support tools, and transition management. In Architect Products and Services we discuss how we can support with setting up the entire enterprise architecture or parts of it. With our architecture tools, based on Archimate, we offer modeling tools, tools for generating Project Start and End Architectures, tools for design processes and services to support that. In Transformation Products and Services the tools and services to enable organizational transformation, business processes, business functions, business objects and services is discussed, including how we can help with (developing) business solutions and business processes. In Lifecycle Products and Services Functional Management, Information and Application Lifecycle Management, Application Rationalization, etc, is discussed.
Finally in the Insight & Vision on Transformation section we go deeper into topics like how to Transform Business, Strategy Alignment, Knowledge Assets, Topics on how we Transform IT on topics like our Business Transormation Method, Enterprise Architecture 3.0, the Generalized Enterprise Function Framework, Triple Asset Knowledge Management, Model Flow, the Service Delivery Approach, and the Value Creation Approach.
The world around us changes at an increasing pace while governments block the operation by piling up more and more rules and regulations that slow necessary business transformation down.
Nowadays, larger organizations face one or more of the following Business Challenges:
- Faster Changes Worldwide at an ever increasing Pace
- Need for fast Transformation of the Organization Increases
- Alignment not in place
- No possibilities to accelerate change
- More Rules and Regulations by Governments and Institutions
- Business and IT Projects take longer at higher costs and lesser quality
- Time-to-Market takes longer
- Periodic major Budget overruns
- Flexibility and agility are cast in monolithical systems
- Competition gets in the lead
Faster Changes Worldwide at an ever-increasing Pace
The pace of change in growing. Concepts for new business and earning models emerge every year while competitive new products and services come to the market every day. Innovations in technological resources set back the just implemented ones. Even organizations that are well organized can hardly step up to all conceptual, methodical, and technological changes.
Need for fast Transformation of the Organization Increases
Change projects overrun their budgets resulting in decreasing opportunities for other necessary investments: much too much money goes down the drain... While the organization struggles with slow changes competitors get the lead and the organization seems to lose the battle for the market. The losses pile up, governance seems to get out of control, the financial situation is worsening...
Alignment not in place
The alignment between strategy and business on one side, and business and IT on the other are completely unsatisfactory. The Time-to-Market seems to take longer and longer every time a new product has been developed that cannot be supported by inflexible architecture, business processes and information systems. This gives competition a growing advantage.
More Rules and Regulations by Governments and Institutions
Although governments and institutions often proclaim that lesser rules and regulations should be high on the agenda organizations face more rules and regulations each month.
No possibilities to accelerate change
Old methodologies, techniques, and tools are embedded in the organization’s transformation approach. This forces the different tactical departments and teams into suboptimal transformation resulting in higher costs, longer throughput times and often lesser quality.
Business and IT Projects take longer at higher costs and lesser quality
Because of the ever-growing complexity and number of components that need to be studied and changed in projects the necessary insight is often lacking while project communications take longer. This results in longer projects at higher costs and lesser quality.
Time-to-Market takes longer
Because of the backlog of innovations on one side, and the ever growing number of business and IT components on the other results in an increasing number of legacy with a decreasing performance. This spiraled devolution leads to longer time-to-market of less products.
Periodic major Budget overruns
Because the different business and IT assets are not under control and the knowledge, and insight necessary for good communication is not available, the results are higher costs and budget overruns.
Flexibility and agility are cast in monolithic systems
Because of the fact that the organization is confronted to use older systems, the flexibility and agility of the total organization rises. The structure of the organizations functionality and the design systems of two ages ago is not based on flexibility and agility to design and deliver new products and new services with innovative resources like machines, tools and systems.
Competition gets in the lead
Meanwhile, competition accelerates leading to a higher need to fulfill the most urgent internal transformations. Projects, however, seem to take longer time every year, with higher costs and lower quality results. The perception of management rises that flexibility and agility are no meaningless buzz words but are essential for survival.
What is needed
A higher flexibility and agility, better governance, and a completely new transformation approach. For this, first, the change and transformation processes should become faster, cheaper, and delivering results at a higher quality level. Next, value creation management should be based on a coherent and consistent Business Value Model and control systems should steer on the right measures. Finally, it is necessary to have a very flexible proposition model embedded in all relevant parts of the organization.
Therefore, organizations need an Enterprise Architecture that enables this, a transformation method that is founded on this architecture, and business & ICT transformation, operational and management tools that support and accelerate both change and control.
Here Enterprise Architects displays their view on these three aspects of change and control. Enterprise Architects is a company focused on delivery of enterprise architecture advise and delivering methods, techniques and tools to our customers to improve their business, accelerate transformation and increasing agility and flexibility to become excellent organizations.
Please be invited to learn more about what we can offer for your organization.