To do or not to do
5th December 2017
Inspired business through architecture
5th December 2017

Providing the “muscle” to CXOs

Providing the “muscle” to CXOs

Why do business architects acknowledge that they do not have the ear of the C-levels in the organisation, despite the vast amount of information available to business architects?

Many years ago the gap was recognised between the IT industry and business in general. This gave birth to a new discipline called business analysis with the primary purpose of documenting business requirement to be automated by IT. The business analysis industry took the notational lead from IT and hence the formation of notations such as UML, BPMN, etc.

Business improvement initiatives at Motorola led to the introduction of six sigma and later LEAN that all used some form of the notational world created for the analysts to describe the business process under discussion. A few years ago another discipline, that of business architecture, saw yet another group using their own notation to describe the business. Although the 3 disciplines individually add enormous value to the business the fact that they do not collaborate makes their contribution almost null and void.

No wonder we (the business architects/analysts/improvement specialists) are not the “go-to-people” for business owners and the C-levels managers.

A colleague often relates business to the mobster movies of the 1950s. The mafia “fathers” were always surrounded and protected by men with huge muscles and big guns.

Similar, C-levels managers tend to surround themselves with “muscle” in the form of legal experts or financial gurus. Why then are we, the architects and analysts, not by their side? We SHOULD have all the information, integrated and ready to use, or do we?

For years we’ve provided business with process maps claiming that it constitutes the business definition. Process is a result of business architecture. Business architecture is often related to the civil engineering architecture that starts with a structural architecture and all other architectures, plumbing, electrical, etc., is overlaid on the structural drawing.

For sake of an industry, we have to reinvent why we do what we do, how we do it and how we present it back so that we, the holders of the “business individuality” claim our rightful place side-by-side with the business leaders.

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