It’s impossible for an organization to know what the world will look like in five years, but inductive reasoning is very useful in attempting to do so. Regardless of what trends and what technology is running a current paradigm, the BA is the heart and soul of whether a vision is attainable. The well of an organization cannot sustain its vision if there are cracks allowing for valuable resources to drain away. Likewise, the BA must not have any cracks, especially as it transitions over to the future state by transforming necessary processes.
Although analyzing the structure of EA is new, looking at the importance of each element within the EA—from the technology architecture to the business architecture—it’s becoming increasingly clear that an EA’s current and future state relies on every element to transition with the same clear vision. Technology expenditures shouldn’t be made without analyzing the business impact so that redundancy and wasted resources can be avoided.
I think organizations that lead the way in being future-ready are above the idea of complacency. Rather than following the adage, “If the shoe fits, wear it,” these organizations analyze the perfect shoe they need for their purpose (running, hiking, etc.) while shopping around for the perfect vendor to meet their price-point. I’m looking forward to learning more about how I transfer that same logic to every aspect of my life—from my professional work, to my personal endeavors.
California Enterprise Architecture Framework. N.p.: California Department of Technology, 1 Aug. 2013. PDF.