Most organizations have yet to integrate the Business Architecture Approach (BAA) in their strategic planning approach. In most cases, this is due to a lack of knowledge about this new approach. The purpose of this article is to fill this gap and demonstrate that BAA is an important part of modern strategic planning. To do so, we: demonstrate that the main purposes of BAA are a subset of those of strategic planning; demonstrate that BAA helps organizations better achieve this subset of purposes; and clear two important misconceptions about BAA.
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The objective of this paper is to answer the following question: Does the use of the business architecture approach enable organizations to improve their performance? To do so, this question is broken into four sub-questions that have already been answered by researchers and practitioners in the fields of strategy and business architecture. By combining these answers, we can conclude that the business architecture approach, when tightly integrated to the organization’s strategy management activities and mechanisms, does improve firm performance.
Since the 1990s, the importance of agility in the success of organizations has gradually come into the spotlight. As a result, more and more organizations are striving to increase their agility. This article serves as a foundation for a series of upcoming articles aimed at helping organizations in these efforts. Its purpose is to identify and clarify the nature of the four dimensions of business agility.
In our recently published book entitled Business Architecture – The Missing Link in Strategy Formulation, Implementation and Execution, we describe, among other things, the business architecture framework we have developed over the years to help organizations implement their strategies. Since our book launch last May, several members of the business architecture community have asked us why we consider processes, rather than value streams, to be business architecture building blocks. The objective of this article is to answer this important question.
They Draft Plans for Bridges, Don’t They? By Bernard Gagnon and Pierre Hadaya Despite all that has been learned since strategy was introduced to the corporate world in the 1950s, most organizations still struggle to formulate and implement their own strategy (see sidebar). An extensive literature review and our experience working with organizations and executivesRead more