Implementing an operating model is similar to classifying data, e.g. FIPS 199, in that it requires companies to define and understand what information is critical to the business and how it is used. Engaging in this process allows companies to set a vision and implement an architecture that enables success. In the article’s example from Delta Airlines, a unification model was used to enable the flow of company data more effectively across business processes. By addressing the disconnects from the legacy technology, Delta was able to improve its standing across key metrics.
Organizations are better able to address risk when business processes are well defined. This sets the foundation for the protection of information assets. Organizations that articulate the most important parts of their business can also determine the level of investment required to mitigate risks facing each area. Delta’s unification of disparate systems provided value by allowing information to flow across different business units. This understanding and documentation of the process also allows for an informed assessment of risk and what controls are needed to protect the unified architecture.
It is critical for companies to react fast to market opportunities, but most of the time the effort and the time spent might not be enough to decide on long-term processes. IT and business alignment is such an important topic and should be considered well. Reading highlights the importance of foundation which requires expectation for integration, standardization across business units, and enterprise architecture.
I found the most interesting part of the reading as “fondue pot” where the author refers unclear understanding of IT units attempting to develop detailed architectures. For alignment purposes, enterprise architecture helps companies to put business and technology on the same page, and it requires putting lots of thought into it. There are also different types of architecture models as technology, application, data and information, and business process.
In many companies, IT leaders find themselves taking the lead on enterprise architecture. The authors from this article suggest that senior management should be more involved in the process given that the template for the core diagram of each operating model provides a starting point for helping management teams design their foundation for execution (21). It is management’s role to make tough decisions and be knowledgeable about what is really core to the company. Otherwise, forcing standardization that does not fit business needs becomes very costly and ultimately, unnecessary. The benefits of building the capabilities of an operating model around the core diagram are – implementing strategies becomes easier, faster, and cheaper.
After reading the Implement the Operating Model via Enterprise Architecture article, it became apparent to me that deciding on an operating model of a company is critical for establishing the enterprise architecture. It is imperative for management to correctly decide on the best operating model for its organization. As pointed out in the article, once an operating model is decided on and a core diagram is established, this core is difficult to change. The key takeaway from this is while establishing this core allows a company to implement strategies to make the company operate more efficiently, it needs to ensure that the correct operating model is selected. It is paramount to have an experienced management team and trusted IT leaders deliberate over the selection of the model and the creation of the core diagram. This process needs to be allowed to take as much time as possible to ensure it is done correctly. The time it takes to establish the core diagram will be worth the increased efficiency and the solidification of a strong foundation for the company. I think this is summed up succinctly by this quote taken from the article, “Enterprise architecture embodies tough decisions by experienced managers. When it leads to process and system reuse, the benefits are enormous; when it forces standardization that doesn’t fit business needs, it’s very costly.”
What stood out as key for me in the Boyle and Panko reading chapter one was in the Data Breach section, 1.2, the very last paragraph explains how not all hacking threats are from outside sources and how an internal employee can steal data more easily. It goes on to explain how one person managed to steal information on 104 million credit cards belonging to 20 million people and how it effected 40% of that country. This stands out to me as I believe some people/businesses truly have a hard time understanding just how much damage one single person can do when it comes to a data breach. The incident was even more eerie to me as the person responsible was hired to make company security more efficient.
Implementing the Operating Model via Enterprise Architecture requires a well detailed plan not only from the IT department but from everyone in the organization. IT and Senior managers must work together in order to implement an optimized Operating Model that can sustain the foundation and the execution of the company resources.
Knowing the type of business in which they operate would make it easier for an organization to choose the key processes, policies, procedures, software, and resources they need for the well functioning of a company. Any organization that do not have a sustainable business plan in place like analyzing and classifying their data will encounter difficulties in their business processes especially when an unplanned incidents happens (flooding, hurricane etc..)
As mentioned in the reading, a core diagram guides an organization in their mission and vision and implement an integration and standardization process (enterprise architecture) that enable the flow of all the company data efficiently. It also focuses on what key processes or approaches they need to have or integrate in their system in order for the company to be successful and react quickly in case something happens.
An enterprise architecture can provide more detail for a company than an operating model, which outlines expectations for integration and standards across business units. Enterprise architecture is the organizational logic of business processes and IT infrastructure which can reflect the standardization needs of a company’s operating model. This article mentions: Enterprise architecture is in the core diagram; enterprise architecture is usually represented in principles, strategies, and technology choices, which is called the “core diagram”. There are four common elements in the core diagram of enterprise architecture: 1. Core business processes, 2. Shared data driving core processes, 3. Key linking and automation technologies, 4. Key customers. The key elements of the core diagram of the enterprise will determine the company operating model. The technology and process improvements brought about by the use of enterprise architecture can improve important business metrics.
One key point I took from “Implement the Operating Model Via Enterprise Architecture” is that business can run more efficiently when business processes are clearly stated and understood. The reading goes into detail saying that it’s important for an organization to have goals lined up that way you create a roadmap for future success. Once the foundations for dealing with risk are set, the organization will be better equipped to successfully handle any issues it may face. The article emphasizes that implementing the right operating model is of high importance and all high level employees, inside and outside the IT department, should be involved in creating this model.
I completely agree that all high level employees within the model do need to help participate in creating this model inside and outside the IT department.
The beginning of the article depicts the architecture of a house that was built for Sarah Winchester, drawing the reader in to compare the importance of design architecture. An intended purpose must be known before knowing what the design of the architecture is. Once this is completed it is only possible to achieve and implement the architecture. Like wise in technology it is constantly changing and so the foundation must be strong, for any architecture that is set bestowed upon a weak foundation or “core” as mentioned in the reading it can collapse at any moment, it is vital to understand the intended purposes of each type of architecture and know which one applies to which because if we don’t then it can produce very harmful results.
The reading helped me view enterprise architecture as the backbone for an organization. I really like the comparison the author makes when he equates technology that is adopted with no strategy as “fondue pots”, which overtime the technology becomes more of an ornament rather than a tool. It’s critical that organizations understand who they are and what they provide before they establish or revise their existing enterprise architecture. From here, organizations can then focus on establishing/revising their IT architecture to meet the business objectives contained in the enterprise architecture.
The beginning of this chapter mentions an example about the architecture of the Winchester House that was perfectly designed to meet the needs of its owner, Sarah Winchester . However, with no master plan, a confounding architecture may be the result of poor management as time goes by.
The authors pointed out that the building process was a journey. Even some management teams could develop and share a clear vision without making core diagrams, management teams need to consider that finding a core diagram should be a helpful tool to create a shared understanding of how their companies would function before communicating that shared vision to the rest of organizations.
Furthermore, all companies will have 4 key components of their foundation for execution: core business processes, shared data driving core processes, key linking and automation technology, and key customers. However, different companies take different approaches to developing their core diagram . There are 4 model core diagrams: unification (Delta Air), diversification (Carlson Companies), coordination (Metlife), and replication (ING Direct). The idea to build enterprise architecture is that the senior management should involve discussing deeply with IT leaders instead IT leaders find themselves taking the lead. Once the core is in place, changing the way the company does business would be difficult and costly.
Something that struck me is why some companies do not evolve well overtime because they have no core model. Over a period of time these processes become more complex resulting in issues with how the company handles their business process. This is why it is fundamental for many companies to have an a core operating model when developing philosophies for later systems added. As the company expands, their philosophy stays the same and allows them to assess key elements within their diagrams which are, Core business processes, Shared data driving core processes, key linking and automation technologies, and key customers. Establishing these core concepts is easier if visualized early; as more company grows and becomes complexed senior management will have even a more difficult time in rebaselining. This process is already difficult for senior staff members to design as a simple concept for complex systems.
One key point that I appreciated from this reading was the importance of understanding and collaboration between departments in the creation and implementation of architectures. Business-focused workers may be inclined to jump the gun and work as quickly as possible to meet market demands, ignoring architectures that will eventually be essential for the company’s success. This may bring in more money in the short term but often will cost more in the long term. Technical-focused workers may be inclined to jump into action, building architectures without consulting other departments and fully understanding the needs of the business. This often results in detailed architectures that are never actually used after they are created. Different departments and employees have to work together to make architectures a success.
Enterprise architecture is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the company’s operating model. Enterprise Architecture has become a caustic word in business planning as it is often associated with extensive paperwork and policing attitudes. As organizations move to a more digital universe, there is a greater need for strategic thinking that can blend both business and technology. Such a need makes it imperative for Enterprise Architecture teams to adapt the processes to the changing operating models, or otherwise run the risk of being irrelevant.
This reading document summarizes the importance of enterprise architecture (EA) to the company as a powerful tool for aligning business and technology initiatives through the practice of analyzing, planning, and designing model for operation and the procedures involved in identify the processes, data, technologies, and customer interfaces that take the operating model from vision to reality. The goal of enterprise architecture is to determine how an organization can effectively achieve its current and future objectives. Implement the Operating Model via Enterprise Architecture is the key elements of enterprise architecture are different foreach of the four operating models are unification model, diversification model, coordination model and replication model.
The common elements of the models emphasizes the core business processes, driving the sharing of data in core processes, key links and automation technologies, and the convergence of people and key customers.
The important take away from this reading material about enterprise architecture (EA) provides a blueprint for an effective IT strategy and business integration alignment model. The Enterprise architecture core diagram requires the Senior management decision on the operating model for management teams design their foundation and functionality for execution of IT strategy in a way that delivers business benefit and technology alignment.
Reading “Implement the Operating Model Via Enterprise Architecture, I think a key point that stood out to me the most was the benefits of utilizing core diagrams, such as MetLife’s core diagram shown in figure 3-5. Due to the company lacking IT capabilities to produce value from their acquisitions, the core diagram was developed to provide a vision that IT could quickly deliver on, and it is now a key capability in the organization’s operating vision. IT professionals were able to communicate to senior management logic for IT development with the core diagram, which provides a common customer view, reduces redundancy, and improves information integrity. While companies may operate fine without a core diagram, Metlife’s example shows its value in being a great tool to create a shared view of company functionality and share the vision with the entire organization, something that starts with a commitment from management to IT-enabled business processes.
This chapter explains about to make enterprises architecture one of the powerful management tools for business and technology initiatives throughout the company. The enterprise architecture is organizing logic for business processes and Information Technology Infrastructure to reflect the integration and standardization as per requirements of the company’s operating model.
All companies use various different strategies and approaches to developing the core model structure for that they go through the four elements is Core Business, Shared data driving core, key linking, and automation technologies, and finally key customers. These elements are highlighted in a core diagram of that company operating model but are not perfectly suited for all companies they can have similarities in core diagram structure. Here explain four operating models Delta Air Lines, Carlson Companies, MetLife, and ING DIRECT. The diversification model works the opposite of the unification model and entails they are both low integration and work on lower standards, so each business is run more or less independently although there can be opportunities for shared services across the companies. as per business span, the structure of business companies can approach any architectural Model
Implementing an operating model is similar to classifying data, e.g. FIPS 199, in that it requires companies to define and understand what information is critical to the business and how it is used. Engaging in this process allows companies to set a vision and implement an architecture that enables success. In the article’s example from Delta Airlines, a unification model was used to enable the flow of company data more effectively across business processes. By addressing the disconnects from the legacy technology, Delta was able to improve its standing across key metrics.
Organizations are better able to address risk when business processes are well defined. This sets the foundation for the protection of information assets. Organizations that articulate the most important parts of their business can also determine the level of investment required to mitigate risks facing each area. Delta’s unification of disparate systems provided value by allowing information to flow across different business units. This understanding and documentation of the process also allows for an informed assessment of risk and what controls are needed to protect the unified architecture.
It is critical for companies to react fast to market opportunities, but most of the time the effort and the time spent might not be enough to decide on long-term processes. IT and business alignment is such an important topic and should be considered well. Reading highlights the importance of foundation which requires expectation for integration, standardization across business units, and enterprise architecture.
I found the most interesting part of the reading as “fondue pot” where the author refers unclear understanding of IT units attempting to develop detailed architectures. For alignment purposes, enterprise architecture helps companies to put business and technology on the same page, and it requires putting lots of thought into it. There are also different types of architecture models as technology, application, data and information, and business process.
In many companies, IT leaders find themselves taking the lead on enterprise architecture. The authors from this article suggest that senior management should be more involved in the process given that the template for the core diagram of each operating model provides a starting point for helping management teams design their foundation for execution (21). It is management’s role to make tough decisions and be knowledgeable about what is really core to the company. Otherwise, forcing standardization that does not fit business needs becomes very costly and ultimately, unnecessary. The benefits of building the capabilities of an operating model around the core diagram are – implementing strategies becomes easier, faster, and cheaper.
After reading the Implement the Operating Model via Enterprise Architecture article, it became apparent to me that deciding on an operating model of a company is critical for establishing the enterprise architecture. It is imperative for management to correctly decide on the best operating model for its organization. As pointed out in the article, once an operating model is decided on and a core diagram is established, this core is difficult to change. The key takeaway from this is while establishing this core allows a company to implement strategies to make the company operate more efficiently, it needs to ensure that the correct operating model is selected. It is paramount to have an experienced management team and trusted IT leaders deliberate over the selection of the model and the creation of the core diagram. This process needs to be allowed to take as much time as possible to ensure it is done correctly. The time it takes to establish the core diagram will be worth the increased efficiency and the solidification of a strong foundation for the company. I think this is summed up succinctly by this quote taken from the article, “Enterprise architecture embodies tough decisions by experienced managers. When it leads to process and system reuse, the benefits are enormous; when it forces standardization that doesn’t fit business needs, it’s very costly.”
What stood out as key for me in the Boyle and Panko reading chapter one was in the Data Breach section, 1.2, the very last paragraph explains how not all hacking threats are from outside sources and how an internal employee can steal data more easily. It goes on to explain how one person managed to steal information on 104 million credit cards belonging to 20 million people and how it effected 40% of that country. This stands out to me as I believe some people/businesses truly have a hard time understanding just how much damage one single person can do when it comes to a data breach. The incident was even more eerie to me as the person responsible was hired to make company security more efficient.
Implementing the Operating Model via Enterprise Architecture requires a well detailed plan not only from the IT department but from everyone in the organization. IT and Senior managers must work together in order to implement an optimized Operating Model that can sustain the foundation and the execution of the company resources.
Knowing the type of business in which they operate would make it easier for an organization to choose the key processes, policies, procedures, software, and resources they need for the well functioning of a company. Any organization that do not have a sustainable business plan in place like analyzing and classifying their data will encounter difficulties in their business processes especially when an unplanned incidents happens (flooding, hurricane etc..)
As mentioned in the reading, a core diagram guides an organization in their mission and vision and implement an integration and standardization process (enterprise architecture) that enable the flow of all the company data efficiently. It also focuses on what key processes or approaches they need to have or integrate in their system in order for the company to be successful and react quickly in case something happens.
An enterprise architecture can provide more detail for a company than an operating model, which outlines expectations for integration and standards across business units. Enterprise architecture is the organizational logic of business processes and IT infrastructure which can reflect the standardization needs of a company’s operating model. This article mentions: Enterprise architecture is in the core diagram; enterprise architecture is usually represented in principles, strategies, and technology choices, which is called the “core diagram”. There are four common elements in the core diagram of enterprise architecture: 1. Core business processes, 2. Shared data driving core processes, 3. Key linking and automation technologies, 4. Key customers. The key elements of the core diagram of the enterprise will determine the company operating model. The technology and process improvements brought about by the use of enterprise architecture can improve important business metrics.
One key point I took from “Implement the Operating Model Via Enterprise Architecture” is that business can run more efficiently when business processes are clearly stated and understood. The reading goes into detail saying that it’s important for an organization to have goals lined up that way you create a roadmap for future success. Once the foundations for dealing with risk are set, the organization will be better equipped to successfully handle any issues it may face. The article emphasizes that implementing the right operating model is of high importance and all high level employees, inside and outside the IT department, should be involved in creating this model.
I completely agree that all high level employees within the model do need to help participate in creating this model inside and outside the IT department.
The beginning of the article depicts the architecture of a house that was built for Sarah Winchester, drawing the reader in to compare the importance of design architecture. An intended purpose must be known before knowing what the design of the architecture is. Once this is completed it is only possible to achieve and implement the architecture. Like wise in technology it is constantly changing and so the foundation must be strong, for any architecture that is set bestowed upon a weak foundation or “core” as mentioned in the reading it can collapse at any moment, it is vital to understand the intended purposes of each type of architecture and know which one applies to which because if we don’t then it can produce very harmful results.
The reading helped me view enterprise architecture as the backbone for an organization. I really like the comparison the author makes when he equates technology that is adopted with no strategy as “fondue pots”, which overtime the technology becomes more of an ornament rather than a tool. It’s critical that organizations understand who they are and what they provide before they establish or revise their existing enterprise architecture. From here, organizations can then focus on establishing/revising their IT architecture to meet the business objectives contained in the enterprise architecture.
The beginning of this chapter mentions an example about the architecture of the Winchester House that was perfectly designed to meet the needs of its owner, Sarah Winchester . However, with no master plan, a confounding architecture may be the result of poor management as time goes by.
The authors pointed out that the building process was a journey. Even some management teams could develop and share a clear vision without making core diagrams, management teams need to consider that finding a core diagram should be a helpful tool to create a shared understanding of how their companies would function before communicating that shared vision to the rest of organizations.
Furthermore, all companies will have 4 key components of their foundation for execution: core business processes, shared data driving core processes, key linking and automation technology, and key customers. However, different companies take different approaches to developing their core diagram . There are 4 model core diagrams: unification (Delta Air), diversification (Carlson Companies), coordination (Metlife), and replication (ING Direct). The idea to build enterprise architecture is that the senior management should involve discussing deeply with IT leaders instead IT leaders find themselves taking the lead. Once the core is in place, changing the way the company does business would be difficult and costly.
Something that struck me is why some companies do not evolve well overtime because they have no core model. Over a period of time these processes become more complex resulting in issues with how the company handles their business process. This is why it is fundamental for many companies to have an a core operating model when developing philosophies for later systems added. As the company expands, their philosophy stays the same and allows them to assess key elements within their diagrams which are, Core business processes, Shared data driving core processes, key linking and automation technologies, and key customers. Establishing these core concepts is easier if visualized early; as more company grows and becomes complexed senior management will have even a more difficult time in rebaselining. This process is already difficult for senior staff members to design as a simple concept for complex systems.
One key point that I appreciated from this reading was the importance of understanding and collaboration between departments in the creation and implementation of architectures. Business-focused workers may be inclined to jump the gun and work as quickly as possible to meet market demands, ignoring architectures that will eventually be essential for the company’s success. This may bring in more money in the short term but often will cost more in the long term. Technical-focused workers may be inclined to jump into action, building architectures without consulting other departments and fully understanding the needs of the business. This often results in detailed architectures that are never actually used after they are created. Different departments and employees have to work together to make architectures a success.
Enterprise architecture is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the company’s operating model. Enterprise Architecture has become a caustic word in business planning as it is often associated with extensive paperwork and policing attitudes. As organizations move to a more digital universe, there is a greater need for strategic thinking that can blend both business and technology. Such a need makes it imperative for Enterprise Architecture teams to adapt the processes to the changing operating models, or otherwise run the risk of being irrelevant.
This reading document summarizes the importance of enterprise architecture (EA) to the company as a powerful tool for aligning business and technology initiatives through the practice of analyzing, planning, and designing model for operation and the procedures involved in identify the processes, data, technologies, and customer interfaces that take the operating model from vision to reality. The goal of enterprise architecture is to determine how an organization can effectively achieve its current and future objectives. Implement the Operating Model via Enterprise Architecture is the key elements of enterprise architecture are different foreach of the four operating models are unification model, diversification model, coordination model and replication model.
The common elements of the models emphasizes the core business processes, driving the sharing of data in core processes, key links and automation technologies, and the convergence of people and key customers.
The important take away from this reading material about enterprise architecture (EA) provides a blueprint for an effective IT strategy and business integration alignment model. The Enterprise architecture core diagram requires the Senior management decision on the operating model for management teams design their foundation and functionality for execution of IT strategy in a way that delivers business benefit and technology alignment.
Reading “Implement the Operating Model Via Enterprise Architecture, I think a key point that stood out to me the most was the benefits of utilizing core diagrams, such as MetLife’s core diagram shown in figure 3-5. Due to the company lacking IT capabilities to produce value from their acquisitions, the core diagram was developed to provide a vision that IT could quickly deliver on, and it is now a key capability in the organization’s operating vision. IT professionals were able to communicate to senior management logic for IT development with the core diagram, which provides a common customer view, reduces redundancy, and improves information integrity. While companies may operate fine without a core diagram, Metlife’s example shows its value in being a great tool to create a shared view of company functionality and share the vision with the entire organization, something that starts with a commitment from management to IT-enabled business processes.
This chapter explains about to make enterprises architecture one of the powerful management tools for business and technology initiatives throughout the company. The enterprise architecture is organizing logic for business processes and Information Technology Infrastructure to reflect the integration and standardization as per requirements of the company’s operating model.
All companies use various different strategies and approaches to developing the core model structure for that they go through the four elements is Core Business, Shared data driving core, key linking, and automation technologies, and finally key customers. These elements are highlighted in a core diagram of that company operating model but are not perfectly suited for all companies they can have similarities in core diagram structure. Here explain four operating models Delta Air Lines, Carlson Companies, MetLife, and ING DIRECT. The diversification model works the opposite of the unification model and entails they are both low integration and work on lower standards, so each business is run more or less independently although there can be opportunities for shared services across the companies. as per business span, the structure of business companies can approach any architectural Model