Enterprise Architecture as Strategy: Creating a Foundation for Business Execution
Does it seem you've formulated a rock-solid strategy, yet your firm still can't get ahead? If so, construct a solid foundation for business execution--an IT infrastructure and digitized business processes to automate your company's core capabilities. In Enterprise Architecture as Strategy: Creating a Foundation for Business Execution, authors Jeanne W. Ross, Peter Weill, and David C. Robertson show you how.
The key? Make tough decisions about which processes you must execute well, then implement the IT systems needed to digitize those processes. Citing numerous companies worldwide, the authors show how constructing the right enterprise architecture enhances profitability and time to market, improves strategy execution, and even lowers IT costs. Though clear, engaging explanation, they demonstrate how to define your operating model--your vision of how your firm will survive and grow--and implement it through your enterprise architecture. Their counterintuitive but vital message: when it comes to executing your strategy, your enterprise architecture may matter far more than your strategy itself.
To Execute Your Strategy First Build Your Foundation
Define Your Operating Model
Implement the Operating Model via Enterprise Architecture
Navigate the Stages of Enterprise Architecture Maturity
Cash In on the Learning
Build the Foundation One Project at a Time
Use Enterprise Architecture to Guide Outsourcing
NowExploit Your Foundation for Profitable Growth
Take Charge The Leadership Agenda
Notes About the Authors
Otras ediciones - Ver todo
Enterprise Architecture As Strategy: Creating a Foundation for Business ...
Jeanne W. Ross,Peter Weill,David Robertson
Vista previa restringida - 2006
7-Eleven acquisition alignment applications architect architecture core diagram architecture maturity architecture stages benefits Big Dig building a foundation Business Modularity business processes Business Silos business units capabilities Carlson Companies CEMEX Center for Information chapter client companies company’s companywide Coordination core business cosourcing alliance costs create customer relationship management decisions define Delta Air Lines digitized Diversification model employees engagement model enterprise architecture core enterprise resource planning example figure financial services focus foundation for execution global goals governance Harvard Business School identify implement Information Systems Research infrastructure innovation integration and standardization investment Jeanne leaders learning management practices Merrill Lynch MetLife Mike Eskew modules operating model opportunities Optimized Core outsourcing package percent Peter Weill platforms plug-and-play process standardization project management requirements Ross Schneider National senior management shared data shared services Sloan Center standardization and integration standardized processes Standardized Technology strategic partnership UPS’s vendor