Views of the Enterprise

Views of the Enterprise

Model your Business Architecture with a set of Capability-based, Value-aligned Views of your Ecosystem.

“Few companies really interrogate the connection between strategy and structure, between an overall vision and the actions that [need to] take place …..; but with the transparency, metrics and human connectivity that are now available through technology, there are many more opportunities to do this.” 


Many organisations struggle with creating compelling business-focused Views of their Enterprise that connect strategy to structure.   The enterprise is typically modelled in semantically correct ways with strict adherence to standardised metamodels.  The problem is that these planning artefacts do not present well to stakeholders nor provide the right visually compelling, data-driven insights to power planning decisions.  Additionally, top down approaches fail to model the enterprise from the perspective of multiple personas that want to plan from their personalised context.

If modelling from the perspective of multiple personas associated with a Value Stream isn’t enough, as strategic alliances continue to be predominant in go-to-market offerings it is increasingly important to model from the lens of multiple enterprises involved in the Value Stream.

What was once an Enterprise-centric view of the marketplace now must consider an Ecosystem-based perspective that connects the dots across the various Stakeholder views and clearly outlines the ecosystem’s intentions – Purpose, Influences, Products, Experience and Value.  

How might we create models of the Ecosystem that allow you to interrogate the connection between strategy and structure, providing visually compelling and data-driven insights to capability, program, and intuitive planning?

At the center of the Stakeholder-aligned Views of the Ecosystem are Business Capabilities and the Information they create, use, or modify in support of each Value Stream.  The Capability and Information Views of the Ecosystem – when aligned to the organizations that participate in the Ecosystem – articulate what needs to be enabled or enhanced by leveraging and orchestrating the right Resources – Channels, Facilities, Technology and of course People. 

This can feel like a daunting task with no clear end in sight, so it is important to take a pragmatic and outcome-based approach to establishing and leveraging a Business Architecture.

Do not boil the ocean.  Establish enough of a Capability and Information framework to cover the scope of the problem context.  Be clear about traceability to Purpose and Value and clearly define what needs to be enabled or enhanced to achieve the measurable outcomes and then iterate.

Last, but not least, make sure that you model and present the information with compelling visuals that tell the right story to enable the ecosystem stakeholders to make the right decisions at the right time.

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