The Role of Organizational Change Management in Business Architecture

Registration is free. Login or register to view/download this content.


Business Architect Executive, Independent Consultant
Mr. Balmes is a Senior Business Architect and Change Management Consultant with a natural talent for improving business effectiveness by integrating Business Architecture into the enterprise. He employs expert skills from more than 25 years of domestic and international experience with well-studied, proven approaches for evaluating business effectiveness and ensuring alignment between IT and the business. Mr. Balmes can be reached at

Recently I described the role of the Business Architect in developing a formal Organizational Change Management program. As a result, I had an interesting conversation with a CIO. This CIO had a good understanding of and appreciation for business architecture. However, he did not believe that convincing “the business” to invest in business architecture would be an easy sell; what the business asked for was a formal Organizational Change Management program.The question this CIO posed was this: Can Organizational Change Management drive support for Business Architecture and help get an Enterprise Business Architecture Practice funded and off the ground?

A different perspective

This changes the perspective. In this case, I am not working “from” a familiar definition for Business Architecture. Rather, I am working “towards” that familiar definition; essentially starting from nothing.This new perspective, however, does not change the definition of Business Architecture, that provided by the OMG Business Architecture Working Group ( I still have the same aspects of Business Architecture to consider: organization, business processes, business information, capabilities and governance structures. The difference is this time I am populating them, not leveraging them. Nor does this perspective change the five components that I believe make up a complete Organizational Change Management program: impact mitigation, communication, incentives, support, and training. It only changes my approach.

Impact Mitigation

When starting from scratch, and leveraging the Organizational Change Management program to populate business architecture, I still start with the organizational to identify the various parts of the business affected by the change. However, in this case it is not to craft meaningful communication, though that will come. It is more of a first step in understanding management’s vision and what management believes is the impact to the business.Having gained management’s perspective of the impact, it is up to the Business Architect to determine which business processes are affected and ascertain the practitioner’s view of the impact; that is, the view from the people actually executing the various business processes. The Business Architect documents the as-is and to-be business processes by working with the managers and staff of each business unit identified by upper management as being impacted by the change. This allows the Business Architect to consider the end-to-end business processes, those that span business functions and organizational boundaries, and develop a sense for the impact of change on the enterprise, not just on single business units. This first step in utilizing Organizational Change Management to populate business architecture gives us two things. First, it gives us a glimpse of the organization and possibly the governance structure within the organization. Second, it gives us a set of business processes that take into account the people, processes, and technology required to deliver value to the customer. Keep in mind, however, that the artifacts at this point are not complete. The organization/governance structure will have been defined in terms of the change that is currently being managed. The same holds true for the business processes; these are only the processes affected by the change at hand. The business still has a long way to go in their business architecture maturity.


The efforts involved in conducting the impact assessment give the Business Architect a good idea of how well upper management has communicated the vision to the management team and how well the management team disseminated the vision to front-line staff. So while the Business Architect may now work with upper management to develop or hone their communication plan, the communication program itself does not contribute that much to business architecture. Or does it?When considering business processes we may be tempted to think of only the core business processes; those that deliver value to or otherwise interact direct with the customer. However, we must also consider support processes such as HR and IT processes, and so must the communication program. Having populated the business architecture with people, process and technology artifacts during impact analysis, the Business Architect is now well positioned to take the vision to HR and work with HR on the people side of the organization (e.g., roles, responsibilities, skills, job descriptions) thus improving the organizational model. The Business Architect can work with executive management to better understand and document their governance structure. And the Business Architect can let IT know how the change impacts the application and information architecture that supports the business. Finally, the communication program makes a less tangible contribution to business architecture – the relationships between core business processes and support processes and, therefore, relationships between the various business units and support organizations.


The incentive program works both ways. The Business Architect works with executive management to understand the enterprise’s tolerance for incentives and then works with HR to develop the incentive program, which becomes part of the organization model. The Business Architect also works with executive management to align the tactical aspects of change with strategic objectives, assign a strategic value to the change, and quantify the value that successful change promises. The strategic value of change not only contributes to defining an appropriate incentives program but also leads to measures and KPIs that further contribute to the governance structure and its maturity.


The support structure is a temporary structure designed to last only long enough to get the business to a certain level of comfort with the change, or capability maturity. Of course, the support structure relies on measures and KPIs to determine that level of comfort and to determine where support services are needed at any give time. Those affected by the change depend on the support structure to help them through the change. Executive management, on the other hand, depends on the support structure to feed those measures and KPIs into the governance cycle and will use that information to further mature the governance structure.


Training gives the business the opportunity to refocus and retool the organization. By cataloging what has been learned and to what levels of proficiency, an effective training program allows the organization to change as the business changes, adjust incentive programs where and when appropriate, staff and decommission support structures as necessary, and proactively mitigate the impact of change.


If this approach to business architecture seems backwards and convoluted, it is. It is not a perfect world out there so we can not assume that we will have business architecture to leverage when developing an Organizational Change Management program. All too often business architecture must fly under the radar until such time as it can make a contribution of its own. Once upper management sees the value that business architecture brings to the enterprise, buy-in will increase, funding will be granted, and eventually we will see Enterprise Business Architecture as a strategic imperative. Until such time, however, we may have to work with what we are given and populate the business architecture as we go.

Similar Resources

Featured Certificate: BPM Specialist

Everyone starts here.

You're looking for a way to improve your process improvement skills, but you're not sure where to start.

Earning your Business Process Management Specialist (BPMS) Certificate will give you the competitive advantage you need in today's world. Our courses help you deliver faster and makes projects easier.

Your skills will include building hierarchical process models, using tools to analyze and assess process performance, defining critical process metrics, using best practice principles to redesign processes, developing process improvement project plans, building a center of excellence, and establishing process governance.

The BPMS Certificate is the perfect way to show employers that you are serious about business process management. With in-depth knowledge of process improvement and management, you'll be able to take your business career to the next level.

Learn more about the BPM Specialist Certificate





  • Business Process Management Specialist
  • Earning your Business Process Management Specialist (BPMS) Certificate will provide you with a distinct competitive advantage in today’s rapidly evolving business landscape. With in-depth knowledge of process improvement and management, you’ll be able to take your business career to the next level.
  • BPM Professional Certificate
    Business Process Management Professional
  • Earning your Business Process Management Professional (BPMP) Certificate will elevate your expertise and professional standing in the field of business process management. Our BPMP Certificate is a tangible symbol of your achievement, demonstrating your in-depth knowledge of process improvement and management.


BPM Certification

  • Make the most of your hard-earned skills. Earn the respect of your peers and superiors with Business Process Management Certification from the industry's top BPM educational organization.




  • Operational Excellence Specialist
  • Earning your Operational Excellence Specialist Certificate will provide you with a distinct advantage in driving organizational excellence and achieving sustainable improvements in performance.


OpEx Professional Certificate

  • Operational Excellence Professional
  • Earn your Operational Excellence Professional Certificate and gain a competitive edge in driving organizational excellence and achieving sustainable improvements in performance.



  • Agile BPM Specialist
  • Earn your Agile BPM Specialist Certificate and gain a competitive edge in driving business process management (BPM) with agile methodologies. You’ll gain a strong understanding of how to apply agile principles and concepts to business process management initiatives.  

Business Architecture



  • Business Architecture Specialist
  • The Business Architecture Specialist (BAIS) Certificate is proof that you’ve begun your business architecture journey by committing to the industry’s most meaningful and credible business architecture training program.

  • Business Architecture Professional
  • When you earn your Business Architecture Professional (BAIP) Certificate, you will be able to design and implement a governance structure for your organization, develop and optimize business processes, and manage business information effectively.

BA CertificationCertification

  • Make the most of your hard-earned skills. Earn the respect of your peers and superiors with Business Architecture Certification from the industry's top BPM educational organization.




  • Digital Transformation Specialist
  • Earning your Digital Transformation Specialist Certificate will provide you with a distinct advantage in today’s rapidly evolving business landscape. 


  • Digital Transformation Professional
  • The Digital Transformation Professional Certificate is the first program in the industry to cover all the key pillars of Digital Transformation holistically with practical recommendations and exercises.



  • Agile Business Analysis Specialist
  • Earning your Agile Business Analysis Specialist Certificate will provide you with a distinct advantage in the world of agile software development.


  • DAS Certificate
  • Decision Automation Specialist
  • Earning your Decision Automation Certificate will empower you to excel in the dynamic field of automated decision-making, where data-driven insights are pivotal to driving business innovation and efficiency.