[One of a series of posts posing questions that enterprise architecture can answer]
How do we handle change, whether we’re making it ourselves or it’s being imposed on us by the business environment?
Change is a business constant. On any given day, a business can look around and say “We’re not in Kansas any more, Toto”. Whether it’s an internal change in direction, market or product mix; or whether it’s regulatory change; or disruptive changes in the market from existing or new players … we WILL have to deal with change. How can enterprise architecture help?
Start with creating a business capability model. Then define boundaries around functions, or groups of functions that form clear services that the business provides internally or externally. At this stage, by ignoring HOW these functions are performed (business processes) and by WHOM (organisational structure), it is possible to see potential for different combinations of those services to form new products, service offerings or complete businesses. It is easier to see where to invest or divest, what can be outsourced, multi-sourced or brought back in-house, as changing circumstances demand. The popular term for this currently is agility, and it comes from seeing what the business does as modular services.
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Other questions in the series: