IT complexity hurts business. This is even more the case when a company has global markets and global operations. Essential business needs such as a single integrated view of global customers, or consistent product or service portfolio become impossible to achieve.
Managing IT complexity to support business strategy is a big challenge for enterprise architects at large companieswhen a company has global operations, as is the case for Telstra, an Asia-based telecommunications firm. However Telstra’s enterprise architecture (EA) team addressed its challenges by focusing on customer engagement, improved agility, and global business strategy enablement. Because of their success, they were one of the six firms to win the InfoWorld/Forrester Enterprise Architecture Award in 2012.
Build Capability Maps To Link Business Goals And Transformation Requirements. Business capability maps are a core tool that enterprise architects use to identify their organization’s strengths and gaps and support its business strategy. Architects should leverage industry standard frameworks like eTOM to build a custom map, overlay it with business goals, and use it to assess and prioritize needed changes.
When digging into the data from September 2009 Global State Of Enterprise Architecture Online Survey, I found an interesting correlation in the data: Survey respondents who reported a high degree of business and IT process standardization also reported that EA was more effective and more influential within the organization. As the level of standardization decreased, so did EA effectiveness and influence. Just take a look at this sample data from a report that recently went live on our website:
Why does this correlation exist? We’ve been saying (and most clients have been agreeing) that process standardization is a keystone to effectiveness across all areas of IT: apps, infrastructure, PMOs, you name it. When I look at IT organizations in my research, those that focus on standardizing processes or that live in an environment of highly standardized business processes tend to be doing a better job.
But simply being more standardized can’t be the “secret sauce” for EA success. There must be something that standardization does to an organization — a window or door that it creates — that enables IT functions such as EA to get better at what they do. Based on deeper analysis of our data, this is my hypothesis: