We live in a process powered world and the only thing the customer is interested in is WIFM (What's in-it for me?). Customers are tired of hearing phrases such as "customer centric" and "world class" and "service oriented". If your process outcomes are not aligned to the customer's goals and you do not provide an excellent service (note: not a superior product) - guess what?
How does this affect Enterprise Architecture?
If an organisation doesn’t change its way of developing products for more than 40 years, do we expect that organisation to stay in business for very much longer?
The same is true for IT. For 40+ years the majority of solutions have been designed and developed to manipulate data. This viewpoint is even entrenched in the name – IT: Information Technology. If the IT community does not change the viewpoint from which it currently designs solutions (a data mind-set) to a process mind-set, it will struggle to keep on delivering solutions that offer value to organisations.
The business community is changing the way it views its services and this world-wide trend is changing how organisations develop services and engage with customers:
This trend is happening fast as organisations are changing to be process- and customer oriented / centric. Some IT companies have picked up on this trend and are providing solutions that support the development and execution of processes; which in turn optimises human-process interaction. They are relegating the idea of developing software to manipulate data into an archaic (legacy) attempt to support business goals.
This trend is also true for enterprise architecture (EA). There are a number of Enterprise Architecture frameworks and methodologies to assist the enterprise in
What I have found lacking in these approaches is:
Why a process centric approach?
What is the common thing that ties what I do to my colleague, my manager, the person that receives my outputs, my organisation and finally to the customer?
How I do my work affects me (performance rating, bonus), my colleague (mutual expectations of deliveries), my manager (business targets), my downstream recipient (expectation of work product quality), my organisation (goals, performance, bottom line) and the customer (expectation, satisfaction).
Work is encapsulated in a process. A well designed process informs the process participants whether the work that they are doing meets the expected outcome, quality and governance requirements. How well the business processes of an organisation enable work determines the success of the organisation in the market. Efficient business processes provide competitive differentiation to the organisation.
When it comes to how the business processes are actually enabled in the enterprise, EA plays a significant role. EA is the link between the business concept of being agile and the role IT plays in enabling that agility.
Thus to make Enterprise Architecture relevant in the process age:
In deploying a process-centric enterprise architecture (or just Process Centric Architecture), an organisation combines data intelligence and process intelligence to provide detailed insight into business vision, goals, objectives, measures, processes, information, policy, applications, governance and infrastructure across an organisation, not just within individual functions or departments.
This enables an organisation to increase its flexibility, adaptability and overall ability to react to ever-changing business, operational, and/or regulatory environments - a much needed capability in today’s fast-paced and continually changing economic climate.
I will elaborate on these and other viewpoints in subsequent articles.
There are no products in your shopping cart.
0 Items |