domingo, 31 de marzo de 2013

Why YOU Need a Business Architecture

I just returned from the OMG/BA Guild Business Architecture Innovation Summit where there was a lot of discussion on the subject of business architecture value. No one had a good answer for either creating a business case or measuring value delivered. This is a challenging topic for a new profession where methods are not standardized, very few best practices have been identified, and solid case studies have yet to emerge. Here are three ways business architects create value.

Business architecture aligns execution with strategy

Is your organization spending the right amount of effort on strategy realization? How would you know? Strategy diffusion (the loss of fidelity as strategy moves down and across an organization) is the norm rather than the exception.  Multiple studies have shown that less (and some say significantly less) than 50% of a company’s employees understand their organization’s strategic intent. They understand their role but they don’t know the best way to apply their skills and resources for optimal value to the organization. Every manager with a budget should clearly understand their organization’s goals and challenges and for those with a large discretionary budget it is an imperative. If you don’t know where you are going, any road will take you there.

The way you KNOW where you are going is to have a well-articulated strategy that is clearly illuminated across the organization and managed on a day-to-day basis.  When everyone has the same understanding of strategy – not just the goals – activities become synergized and productivity improves dramatically. The whole becomes greater than the sum of its parts.

Business architecture creates a clear prioritization process for investments

One of the biggest challenges for senior managers is having confidence that the investments their organizations are making are contributing to strategy realization. Money is being spent, everyone is working hard, but will it make a difference? Senior managers often don’t understand the detail workings of their organizations and frankly that isn’t their job. Unfortunately, they are asked to fund projects that are described in excruciating technical detail.

Business architects clarify how today’s investments are being expended by translating the more technical aspects of projects into business capability enhancements that can be readily understood by management – and everyone else. They enable future funding prioritization through capability value contribution models and performance assessments that clarify which capability gaps are most important to close.  

Business architecture creates employee engagement

Though rarely talked about in business architecture circles, one of the most important benefits (perhaps THE most important benefit) a well-managed business architecture provides is creating employee engagement. Employee engagement is the emotional commitment an employee has to the organization and its goals. Engaged employees are fully involved in, and enthusiastic about, their work and their company’s goals. They don’t work just for a paycheck or promotion – they actually care about their work and the success of their company.

A well designed and executed business architecture creates employee engagement in two ways. First, it creates meaning by connecting every role from the CEO to the janitor to the vision, mission, and goals of the organization. Everyone can see how the work they do contributes to the overall success of the organization. Second, it provides a set of guardrails making it safe and productive for employees to take independent action. When employees act autonomously they feel competent and confident.  They are much more invested in the outcome when it is their decisions guiding what they do.

The bottom line:_______________________________________________________________________________________________
Business architecture is much harder to implement than most imagine. Very few managers can describe the connection between top-line strategies and the work their organization performs. It takes an organized and concerted effort to turn high-level strategy into meaningful action. At Accelare we call this work the strategy-to-execution process. We think managing this process is a leadership best practice.

Business Architecture Video

The Business Architect


Jeff Scott

Business Architecturec Guild





Biz Arch Community

Business Architecture Community


Business of Architecture.

Helping Architects Conquer the World

BUSINESS of ARCHITECTURE | Helping Architects Conquer the World

Defense Acquisition Guidebook



Business Enterprise Architecture (BEA)


Architects Wanted

Value Chain Blog

Business Architects Association

Certification — FAQs

Value-Chain Group. Value Chain Business Process Transformation Framework


Business Architecture. A practical guide


Chicago School of Business Architecture

The fundamental beliefs of the Chicago School include:

  • Business Architecture is about solving business problems and actionalizing new opportunities. It is about configuring the organization and management practices to best be able to execute its strategy and win in the marketplace. It is about an organization bringing all of its resources to bear in an intelligent, coordinated fashion to serve its customers profitably and beat its competitors.
  • Business Architecture involves all aspects of the organization that contribute to its ability to dominate its marketplace.
  • Business Architecture applies to all parts of the organization at all levels, and business design must include active participation from all parts and all levels of the organization.
  • The foundation principles of Business Architecture must be applicable to all organizations in all industries at all levels at all times in all circumstances. Governments, nonprofits, corporations, partnerships, LLCs, etc. are all treated equally.
  • Nothing is dependent on “all else being held constant,” a condition that never occurs in the real world of business.
  • There is no management situation in which it is acceptable to violate these foundation principles.
  • The ideal education for a Business Architect is a broad-scope MBA deep in market research, strategy, web design/technologies, analytics and decision support, a specialized education in Business Architecture, team leadership and practical experience working in a cross-organizational roles.
  • Business Architecture is a necessary skill for all business managers and leaders. As such, Business Architecture should be a core course in every Executive MBA program.
  • Business Architecture is a subset of the broader category of management consulting.
  • All Business Architects should have three critical areas of knowledge: customer, entrepreneurial finance and technology. Knowledge of what a customer wants, what they will pay for and how much they are willing to pay is critical to defining products, projects and services that will be successful in the marketplace and profitable to the company. Entrepreneurial finance enables Business Architects to evaluate the expected value and profitability of new initiatives, providing senior leaders with the information they need to make good approval decisions. Technology is advancing so quickly and causing constant and game-changing disruptions in the marketplace that it has become necessary to constantly be technology-aware. It is being said that you either lead with technology or become a victim of it.

Business Architecture: An emerging Profession



miércoles, 27 de marzo de 2013

How do I think like an architect?


Categories of Stakeholders

EA Blog

Enterprise Architects

LEAD poster


Information Technology Specialist (ENTARCH)


Transportation Security Administration

Use Business Disruptions to achieve business outcomes with EA


Gartner Enterprise Architecture Summit


Business Architecture


BizArch deliverables

Implementing Structure and Focus with Team Leaders

Future proof your business with TOGAF

Business Architect. Job


Current Company Logo


IT Risk & Control Manager–Cheshire. Job

BPM Conference!bpmcp-2013-en/c1zzb

The Fall and Rise of STrategic Planning. HRB

Information Management and Big Data A Reference Architecture

Strategic Thinking Skills – 29 Clues You’re Not Dealing with a Strategic Thinker


The Brainzooming Group

Enterprise Architecture on Trial

On not eating the elephant


Tom Graves / Tetradian

Business ARchitecture Chat

My First 180 Days

Culture mapping update


How to Manage Risk


risk management process

Oracle. Identifying and Discovering Services

Identifying and Discovering Services


As architects, we all know the importance of context. The right architecture for one context – say, an organically growing company – doesn’t work for a company growing by acquisition. The right technology strategy for a medium-size American company doesn’t work for a China-based one. 

Well, the context for enterprise architecture itself is changing. We’ve got The Age Of The Customerforcing companies to transform outside-in. We have what is called technology consumerization – our business users have access to ever more powerful technology solutions independent of IT. We have digital-fueled business disruption, as described in James McQuivey’s book, Digital Disruption. And all this is driving the demand for greater business agility – the ability to quickly sense and adeptly respond to new opportunities and threats in their context.   

What a great opportunity for enterprise architecture programs! But this is only possible if they shift from a focus on cost to a focus on opportunity, change from controlling to enabling technology, and adapt their practices to the need for quickness with “just enough insight.”

If your EA program has seized these opportunities, made the changes, and is helping your business thrive, I’d like to invite you to submit your story for the InfoWorld/Forrester Enterprise Architecture Award.

We’re looking for EA programs that have taken on these trends of customer-centricity, tech consumerization, digital disruption, and business agility and have found a way help their business be successful. There are many ways in which EA can show this: partnering with business transformation efforts, developing road maps for their customer experience strategies, implementing zoned architecture to give business more innovation autonomy – the list is long.

This will be the fourth year for the Enterprise Architecture Awards program. Past winners have ranged from global banks to government ministries, from American Express to USAA, and from Hong Kong to Moscow by way of Minneapolis, Minnesota. These organizations have become a rich source of best practices and a demonstration of what a high-performance EA program is capable of. As with past years, submissions will be judged by your peers: heads of successful EA programs, including previous winners. 

Has your EA program demonstrated success in this new context? Then share your story with us!

Complexity from big data and cloud trends makes architecture tools more powerful

Explore 8 COBIT processes to help minimize impact of security vulnerabilities and incidents




EA Skills ?

- Strategic Management (e.g. Balanced Scorecard)
- Enterprise Governance of IT (e.g. CGEIT, COBIT, VALIT)
- Enterprise Architecture (e.g. EA3, TOGAF)
- IT Service Management (e.g. ITIL, ISO20000)
- Information Security Management (e.g. CISSP, ISO27000)
- Telecom Operations Management (e.g. eTOM, Frameworx)
- Innovation (e.g. TRIZ, Lateral Thinking)
- Project Management (e.g. PMI)
- Family Business Management (e.g. FFI)

Hybrid enterprise architecture frameworks are in the majority


Mark Blowers

Gaining greater cohesion: Bringing business analysis and business architecture into focus

Why COBIT 5 is not just for large enterprises


Salomon Rico






LEAD Certification Schedule - Enterprise Architecture eXpert Roadmap

Gaining Greater Cohesion: Bringing Business Analysis and Business Architecture into Focus

You don’t need an IT Architect – you need several.

Power, Process, Project, People - Force Two

Future proof your business with TOGAF

9 trends for business and architects in 2013



Five tips enterprise architects can learn from the Winchester Mystery House




How Architecture Can Improve Business Performance And Increase Profits


Haroun Kola


lunes, 25 de marzo de 2013

Strategic Plan


Business Architect Job


Business Architect
Strategy and Business Architecture
Market Anchor: £63,561 + Status Car
Head Office Swindon
Permanent, Full Time
We have a history of putting our members first and with our Clear Blue Water strategy in mind, a modern way of rewarding success. Capitalising on the latest commercial and technological developments, our operating model and strategies are continually updated to keep us one step ahead of the competition. Your challenge will be to drive and help embed the necessary changes that ensure we optimise our investment strategy.
A more challenging role
As a Business Architect you will be working as part of a high performing team with a commitment and mandate to deliver real change across the Group. You will work closely with senior leaders and a wide range of key stakeholders in order to drive further innovation and effectiveness into our business, so we transform the customer's experience and business performance.
The role involves the mapping and modelling of what the organisation needs to look like in order to realise Nationwide's strategy, meaning we must continually develop our operating models and the business and IT strategies which underpin them. This will mean:
• Developing operational strategies
• Carrying out operational and feasibility assessments for business change
• Providing support to mergers and acquisition activity
• Undertaking operational excellence reviews to optimise business function.
With accountability for a business domain, you will also need to influence and shape the investments we make in our projects.
A more talented person
We are looking for a result driven Business Architect who has extensive experience in a change environment across a variety of business areas. As a confident leader you will be able to influence stakeholders at all levels and demonstrate a proven track record in challenging and driving business performance through a pragmatic approach, with the focus on value creation. You will need to think creatively and help others do the same, with a view toward continually enhancing our operating model to ensure we deliver our strategic vision.
You'll easily grasp the needs of your customer and implicitly understand the impact of emerging business and technological trends they might need to embrace. More than that, you'll be well-acquainted with key Business and Operational capabilities, be confident at preparing high level business cases and financial analysis. You'll also have what it takes to translate changing architectures and principles into tangible improvements to project and programme delivery.
This opportunity is for someone who wants to demonstrate their drive and capability to make change happen and deliver significant and tangible improvements across the business as part of a talented and ambitious team. To succeed in this high profile role you will also have a degree in a relevant field and have strong verbal and written communication skills to Board level.
An employer you're proud of
Our mutual status means we're here to benefit customers, not shareholders. Our commitment to customers, not shareholders, has always been what sets us apart from our competitors. And now, more than ever, our reputation for being open, honest and trustworthy is helping us go from strength to strength. Underpinning it all is a commercial operation that never stands still. We're always thinking ahead, aiming higher and sharpening our competitive edge. That's why we invest in people who are not only proud of what we stand for, but who also have the talent and drive to boost our performance still further.
The rewards you deserve
If you put a lot in, it's only fair you should get a lot out. Help us continue to offer customers the best possible experience, and we'll give you all the support, recognition and rewards you deserve. As well as a great working environment and plenty of scope for development and growth, you can expect a generous package that includes pension, life assurance, healthcare and bonus scheme.
For further information about this opportunity please contact

Company Description

Nationwide Building Society is the world's largest building society, the UK's second largest savings provider and third largest mortgage lender. It is also a major provider of current accounts, credit cards and personal loans. With around 16 million members, Nationwide has a relationship with almost a quarter of the UK population. In the first half of 2010/2011 alone we helped 10,000 people buy their first home. Since the credit crunch began in 2007, Nationwide has remained profitable against a very difficult economic environment. In the year 2010/11 Nationwide made a strong underlying profit of £276 million - up 30% from the previous year. Our strong financial performance and prudent business model meant that Nationwide was included in Global Finance magazine's Top 50 Safest Banks in the World, one of only three UK institutions in the Top 50.

viernes, 22 de marzo de 2013

The Differences Between a Business Plan & Business Model


The business model identifies the flow of money throughout your business.
Related Articles

Every successful small business owner has engaged in some sort of business planning. Whether you are identifying your newest marketing strategy or planning a customer retention campaign, your business strategies must be geared around your business plan and business model to generate overall success.

Business Model

Your small business’ business model ascertains how your business makes money. It identifies the services that your customers value and shows the reciprocation of funds for the services your small business renders to your customers. Of course, your small business may have more than one method of generating income. Still, the business model simplifies the money process by focusing on the largest income generator. For instance, a grocery store sells many items. It may also provide additional services, such as lottery and check cashing. The business model only recognizes the majority income generator, which is the sale of grocery inventory. Therefore, the business model will reflect the sale of groceries to the customer, which generates income at the time of the customer’s purchase. The customer benefits from the wide selection of inventory and your small business enjoys the profits of the wide inventory selection.

Business Plan

The business plan provides the details of your business. It takes the focus of the business model and builds upon it. It explains the equipment and staff needed to meet the details of the business model. It also explains the marketing strategy of your small business, or how your business will attract and retain customers, and deal with the competition. Furthermore, the business plan explains the financial stability of your small business at a particular point in time, as well as in the forecasted future. Overall, the business plan supports the business model and explains the steps needed to achieve the goals of that model.


The business plan is completely dependent upon the business model. The business model explains the flow of money within the company and the business plan the structure needed to obtain that flow of money. If you change the business model, you will also need to change the business plan. Although the entire business plan may not require change, you may have to address changes in staff, equipment, location or marketing. These changes may also require changes within the financials if additional purchases or other drastic changes are required.


Change is a common force in the business world. Small businesses must be able to adapt to the changes of the industry and the demands of its customers. Failure to adapt to this change can result in the loss of customers and decreased profit margins. It is important that your decisions regarding change align to your business model to avoid wasting time and resources. In addition, it is important that you update your business plan to reflect your small business’ changes. Updating your business plan will not only help to keep you on track with your business’ goals and missions, it will help you to benchmark your business’ progress, and develop new or revised strategies towards success.

Difference Between Business Plan & Strategic Plan


Related Articles

William E Rothschild once said, “What do you want to achieve or avoid? The answers to this question are objectives. How will you go about achieving your desired results? The answer to this, you can call strategy.” These words provide a nearly exact description of the differences between the business plan and the strategic plan.

Sponsored Link

Business Plan Templates

Business Plan Software: Marketing, Sales, Financial Plan... Save 25%

Business Plan

The business plan provides a written tour of your business’ operations. This plan identifies the business’ models, missions and objectives. It then takes the reader through the staffing, location, marketing and financing requirements that are needed to meet those objectives. The business plan examines the business’ potential for success, the competing industry and the business’ competitive advantages. In a detailed and organized manner, it reviews and explains every area of the business.

Strategic Plan

The strategic plan identifies the steps, or strategies, that the business will use to meet, if not exceed, its objectives. The strategic plan can focus on the entire business or specific areas of the business, such as consumer marketing, customer retention and product introduction. As a result, businesses can have many strategic plans to address various areas of business.


Business traditionalists often explain that business plans are used for new companies and strategic plans are used for experienced and established companies. This is untrue. Business plans can be used by companies of all ages. Mature businesses often review their business plans annually to benchmark progress and verify that the business is on course to success. Business plans are used, at every business-maturity level, to obtain loans, secure partnerships and attract the interest of corporate executives. Similarly, strategic plans can be used by young businesses to develop competitive advantages, solidify operations and secure customer satisfaction. These plans are also beneficial in securing investors because they clearly define the steps and procedures that will be taken to achieve the defined results.


The boundaries of the strategic plan are defined by the contents of the business plan. The missions and objectives within the business plan not only define the desired results, but the time frame in which the results should be achieved. It tells the amount of resources, staff and finances that are available. The strategies are developed around those criteria while introducing new areas and information that is needed to attain the desired results.


It is important that you review and update your business plan at least once each year. Regular review of your business plan will help you to judge your business success, identify necessary changes and resolve issues before they develop into disasters. A regular business plan review will also help you to develop strong business forecasts for your business, especially when the information is updated monthly. As you adjust your business plan, you must also make the necessary adjustments to your strategic plan. While a complete overhaul of strategies is unnecessary, it may be necessary to refine certain areas so that they remain in the scope of the business plan. For instance, if you change the financial structure within the business plan to include a decrease in marketing expenses, the marketing strategies may require expenditure adjustments to remain within the new budget.

What is the Difference Between a Business Plan and a Strategic Plan?

While a strategic plan is a type of business plan, there are several important distinctions between the two types that are worth noting.

A strategic plan is primarily used for implementing and managing the strategic direction of an existing organization. A business plan is used to initially start a business, obtain funding, or direct operations.  The two plans cover different timeframes as well. A strategic plan generally covers a period of 3 to 5+ years, whereas a business plan is normally no more than one year.

A strategic plan is for established businesses, organizations and business owners that are serious about growing their organization. Whereas a business plan could be for new businesses and entrepreneurs who are startups.

A strategic plan is used to provide focus, direction and action in order to move the organization from where they are now to where they want to go.  Whereas a business plan is used to provide a structure for ideas in order to initially define the business.

A strategic plan is critical to prioritizing resources (time, money and people) to grow the revenue and increase the return on investment.  Whereas a business plan is critical if the business is seeking funding.

A strategic plan focuses on building a sustainable competitive advantage and is futuristic in nature. Whereas a business plan is used to assess the viability of a business opportunity, and is more tactical in nature.

A strategic plan is used to communicate the direction of the organization to the staff and stakeholders.  However, a business plan is used to present the entrepreneur’s ideas to a bank.

Another way to grasp the difference is by understanding the difference in ‘scale’ between a strategic plan and a business plan. Larger organizations with multiple business units and a wide variety of products frequently start their annual planning process with a corporate-driven strategic plan.  It is often followed by departmental plans and marketing plans that work down from the Strategic Plan.  Smaller companies and startup companies typically use only a business plan to develop all aspects of the business on paper, obtain funding and then start the business.  Many smaller companies – including startups never develop a Strategic Plan.

What is the difference between a business model and a business plan?

I am working on a project to start a new Business and Information Centre. I want to know what a business model is, and how it is different from a business plan.

Question posted by Bplans User (488 points) 1 year ago, edited 1 year ago by admin. Answers: 2

Share on facebookShare on linkedin

Add a Comment Add an Answer


In the most basic sense, a business model is the method of doing business by which a company can sustain itself -- that is, generate revenue. The business model spells out how a company makes money by specifying where it is positioned in the value chain.

That's related to a business plan like an idea or plot summary is related to a novel. A business plan sets forth what a company intends to do in the future, usually in detailed steps summarizing objectives, market, products, strategy, management team, and financial projections. You can see hundreds of examples of business plans, and read more about them, on Bplans.

Tim Berry

Add a Comment

Answer posted by Tim Berry (1,405 points) 1 year ago


Business models convert new technology to economic value.For some start-ups, familiar business models cannot be applied, so a new model must be devised. Not only is the business model important, in some cases the innovation rests not in the product or service but in the business model itself.
A business plan is a formal statement of a set of business goals, the reasons why they are believed attainable, and the plan for reaching those goals. It may also contain background information about the organization or team attempting to reach those goals.

The difference between the business model, framework and architecture


Stop project failure: 4 goals to help you improve requirements processes with COBIT 5

Blog post: 3 ways IT leaders can strengthen compliance and control

Blog post: Making COBIT 5 part of your IT strategy

Blog post: COBIT 5 guides IT leaders to better manage future orientation in their organizations

Blog post: COBIT 5’s scorecard measures IT’s relationship with its customers

Blog post: COBIT 5 scorecard measures the quality of IT’s financial performance COBIT 5

Solution page:  IT Performance Management

COBIT® Certification

Bridging Business Analysis and Business Architecture

Enterprise Architects