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Business Architecture enhancing business value


using business architecture to drive business value- header

Peter Lutz – Enterprise Architect, specialty in pharmaceutical industry

Peter Lutz – Enterprise Architect, specialty in pharmaceutical industry

My eleven and seven-year-old sons have an amazing array of technology at their fingertips (literally)

From mobile apps, to games, to school collaboration platforms … and they know how to use it all effectively. They’ve never known a world without the Internet and don’t remember life without the ubiquity of mobile devices. This is all possible not just because of improvements to hardware and software, but radical changes in technology design.

Our leading technology providers know that products and services will only be successful if they can be used immediately and are intuitively easy to use. This has really been the innovation revolution of the last few years and radically changes how people use and interact with technology.


In the business world this has hugely raised the expectations from what we want from our IT services


However, CIOs are often burdened with large complex businesses to support with large complex legacy IT. Getting nimbleness out of an elephant is a difficult thing to do. How do we get IT to rise to meet these expectations?
The first part has to be getting IT to understand what the business does and Business Architecture helps with that. ‘Getting business to tell you what it wants to do’ is a nutshell definition of Business Architecture. My preferred approach here is to engage business stakeholders and build a baseline business capability model – a statement of where they are, and what drives business value.

business value

A simplified and partial example capability model showing capabilities supported by specific processes, people, and services (e.g. technology, data, and applications) for the pharma R&D project and portfolio management capability


















The baseline is just a start. From here you can work with business strategy to define your ‘to be’ state to incorporate new and enhanced business capabilities. Doing mergers and acquisitions? Baseline your merger target organisation and compare. Divesting? Understand the dependencies between capabilities so you can still support your value chain once the organisational change is complete. At the very least, the baseline is an effective communication tool between multiple stakeholders for ongoing operations.

Yes, there’s a lot more to this than a short blog can cover. Essentially you want the model to help drive the identification of key initiatives and projects that will transform your business and your IT. You’ll also need a good partner to help. However, the need for transforming IT from a business support organisation to a business partner has never been greater. If you think that current user demands are excessive, wait until this generation of kids grows up and starts working for your company!


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