Consider banks, insurance companies and online services, IT is often an integrated way of doing business so there is in most sectors no way you can talk about IT and business without seeing them as one overall entity where products and services are on a constant drift towards more digital forms, more tech-enabled, challenging time and space in the customer offering.
In this context, we still see some people talking about the “IT to Business gap”, often said by technicians from inside an IT department with some specialised perspective on the business processes and maybe with a very specialised knowledge within IT infrastructure and IT service management.
To help such folks the practice of Enterprise Architecture (EAM) is key as it provides the connectedness between products and services, applications, and IT technologies including the data flow and functional support; particular in the planning perspective to implement strategic business change.
The context of the organisation with products and services, internal orchestration of business capabilities and business processes, strategy and developing, in short bridging the gap between ideation and implementation, between implementation and operation. An effective enterprise architecture function does not separate “IT from business”, it on the contrary, it connects and embed all elements of the business model with the IT-stack.
In this context the management of risk, security and cost see their disciplines to be connected into an enterprise decision which is the core output of enterprise architecture. Simply put, the next-generation enterprise architecture platforms connect strategy, business operations and technology into smarter governance with focus on business change to lower risk, improved transparency to successfully drive value and outcomes.
To distinguish from the old school of IT/Enterprise Architecture that focused on introvert notation with boxes, and arrows, the current trend is to focus on customers, end-users and empower collaboration and planning.
We advocate Next-Insight® as the leading example in this space as it accelerates any implementation of EAM.
What output is expected from “EAM”?
Firstly, target is not to produce just output(!). Core focus on Enterprise Architecture is to make impact. To make impact you need to align with other stakeholders of the organisation to govern and change business.
It does involve new business processes and new ways of system support to embed in a digital platform like possible with Next-Insight®. Then it does require business change with the entire focus on people, process, and technology to be adopted. This is where you need change advisors to help to the adoption of smarter technology, new processes and measuring the adoption and end-user buy-in.
The advantages of such an approach is it easily becomes an improved decision-making with the ability to adapt to changing market conditions faster, eliminating inefficient or redundant processes, and optimizing people, processes and technology overall.
What is the difference with Next-Insight?
As change adviors we are not keen on technology that is too rigid, too difficult to re-configure or two slow for quick adaptation – that is why we recommend improvements via Next-Insight. Compared to BI tools that typically provide nice analytics on collected transactional datasets in a data ware-house, the focus on Next-Insight is to make interaction bi-directionally to accelerate input and collaboration so people can navigate on the report elements, and drill down to understand how things connect – and to correct stuff (!) That provides a much larger value to decision makers.
And then the pace of doing changes in a modern platform is just higher than if you go with one of service management tools or .net tools where development time is just a magnitude higher!
Compared to more classic EAM-tools, focus is to please architects who want to provide corporate support. How can the Enterprise architects support CFOs and CIOs? For instance, by improving the transparency of the bill of IT, you quickly get to take-out the unnecessary spending. With a next-generation solution like Next-Insight you get a modern management solution with options e.g. to drive better cost management.
What are the typical processes solved by Next-Insight?
Next-Insight® is considered a thought leader to capture the portfolio governance to manage all applications and development activities (read projects) to relate this to the right investments of the enterprise. Other use-cases will depend on other stakeholders – like to relate cost/risk reductions to right development of products/services. So typical use-cases are:
-Applications rationalisation, to modernise and target new operation model or simply cost take-out.
-Project portfolio management, as to standardise the data collection and reporting around development activities.
– Cost transparency management to understand vendor agreements, cost pools and how distribution of cost can lead to improved decision insight for managers to change behaviour.
– Cloud transformation to support the business strategy of standardising business processes with changed system support in the transition to increased standardisation of different cloud-setup and higher resilience.
– Risk management to support end-of-life, annual processes and the organisational support to governance, risk and compliance.
Advise, change and a digital platform
The blend of advice, technology and adoption is key with every implementation of Enterprise Architecture. We are an organisation that help our customers to succeed with digital transformation as to implement strategies and execution of strategy– applying methods, practice, and technology in form of a digital platform for decision management.
We know more than many how the value of IT is embedded into the business operations, and equally, the value comes from satisfying our many stakeholders of an organisation.
Reach out to discuss further of how you can accelerate your EA adoption.