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

How can we ensure that we invest time, money and resources to our best business advantage?

In most businesses, it’s not a shortage of good ideas to pursue or problems to fix that is the issue – it’s deciding which are the most critical that causes difficulty. Discussions about which projects to fund are often hijacked by vested interests, rather than being driven by what is important to the organisation. How can you avoid that?

This is one of the most important results of defining and documenting the business intent, the organisation’s DNA. With a clear, shared strategic view of WHY the business exists, it is easier to direct investment effectively. Likewise a clear view of the current state of play with people, process and systems; a vision of the preferred future state of play; and a strategic roadmap to bridge the gap will all inform the prioritisation process. The future vision is driven by the business capability model, and the strategic analyses that it enables. All of these things are outputs of an enterprise architecture engagement – would they be useful to your organisation? 


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.

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

How do we know we’re getting value from our IT investment?