The Zachman frame work is the corner stones in the discipline of Enterprise Architecture, but as the discipline itself it struggles to demonstrate how it can deliver value to the business.
Please find a presentation of how you can unlock the (Business) value of the Zachman framework as well as your Enterprise Architecture initiatives: The Zachman Framework unlocked @ https://flevy.com/browse/business-document/the-zachman-framework-unlocked-331/ref=mpalmgre
With a degree in chemistry John most likely inspired by the periodic table regrouped the key questions to ask as we aboard an Enterprise Architecture initiative.
From a Zachman Business Architecture Perspective we capture:
– THE WHY: Goal List – primary high level organization goals
– THE HOW: Process List – list of all known processes
– THE WHAT: Material List – list of all known organizational entities
– WHO: Organizational Unit & Role List – list of all organization units, sub-units, and identified roles
– WHERE: Geographical Locations List…
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We have over the last few months followed a trend of how the CMO will replace the CIO. First of all these are 2 distinct positions with different stakeholders, the 2 services are support functions where Marketing is an internal customer to IT. In “The CMO-CIO Disconnect: Bridging the Gap to Seize the Digital Opportunity” http://www.accenture.com/us-en/Pages/insight-cmo-cio-bridging-gap-seize-digital-opportunity.aspx we learn that “To overcome this gap and infuse a digital focus in all business processes and functions, there is no more important a function for marketing to align with than information technology. On the surface, CMOs and CIOs seem to agree. Dig deeper, though, and CIOs feel a greater need for alignment. Nearly eight out of 10 agree that alignment is needed, compared to just over half of CMOs.”
“Split from the start The beliefs of CMOs and CIOs often diverge radically. A large majority of CIOs (61%) feels their companies are…
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THE VERY REASON WHY MOST IT STRATEGIES FAIL AND MISERABLY: The IT department needs to perform 3 things well: 1) understand the needs of the business, 2) how to build and run applications that meets the needs of the business and 3) to run an effective infrastructure.
That is IT supports new emerging business initiatives that will eventually form the business strategy as they succeed or fail and the RUN.
Yet most IT Departments: 1) has a poor understanding of the needs of the business, 2) are not very successful @ to build and run applications that meets the needs of the business and 3) do not run an effective infrastructure. We all know that infrastructure is unsexy.
It is due to his effort to build a solid infrastructure that David Giambruno @ Revlon has successfully turned a “we spend 80 percent of our resources to fire fight and hopefully keep…
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To leverage IT to execute on the set business strategy we need to effectively focus on:
Value, Profit and people aligned to create a unique competitive advantage.
The tandem is an excellent metaphor for the Business IT relationship. Where Information Technology can accellerate “Go to market”, “Cycle time” and “Cost effectiveness” it is for the Business to set direction and for the IT Department to support the business model.
This is also true for the non brick and mortar references that have emerged from silicon valley. Amazon sells books and online store space. Google the opportunity to find things + run applications on a cloud (mutualised storage space outside the firewall) + hosted services such as email (the opportunity to communicate in writing and keep a trace). Ebay enables the exchange of goods. Twitter provides a tool for self promotion and advertisement. Facebook fills the void of distance and keep…
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In order to avoid the “do we really need a CIO and IT department to bother us with technology when we can use the cloud?” the CIO has to ensure that the business strategy and business objectives are supported by IT (from a Business and IT architecture perspective). Where the IT Strategy support Strategy execution, “Time to Market”, Cost Effectiveness and stakeholder expectations from an Executive, Business Unit, IT Management and IT Risk Management perspective.
To deliver business value with IT we need to Focus on the Business Bottom Line: How fast can we get our products and services to market “Time to Market” & how can the IT department support the business from a Cycle Time and Cost Effectiveness perspective.
The IT Bottom line is that up to 40 % of current IT spend occurs outside the IT budget (CRM, Cloud). The IT department needs…
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