[One of a series of posts posing questions that enterprise architecture can answer]

Understanding the business intent, defining the business capabilities and their boundaries and using those foundations to draw up a roadmap of projects to go from the current state to a preferred future will all contribute to confidence that the new investment your business makes in technology will give the desired results. 

Fragile to Agile’s Integrated Architecture Framework contains two things that help:

  • a framework for prioritising the identified roadmap projects to achieve your most important strategic improvements first, and
  • how different technology layers are defined, and how those definitions lead to principles that govern the provision of technology, like building codes for the construction industry. These principles, combined with an Architecture Governance Framework, can create a permanent supervision of technology implementation that builds trust in the value of IT over time.

These frameworks can give traceability of each technology initiative (right down to software coding) all the way back up to the business intent that is the starting point of our enterprise architecture path. They are the “town plan” that ensures that whatever you build, it matches your intentions, aspirations and principles.


If you’d like to talk some more, contact us.


Other questions in the series:

Change: how do we handle change, whether we’re making it ourselves or it’s being imposed on us by the business environment?

Business design: how can we improve our business design – how we structure it, how we compete, how we manage it.

Investing: how can we ensure that we invest to our best business advantage?

Management conversations: how can we ensure that internal management discussions use a common language and understanding of the business?