Advertisement

Introduction: Demystifying Business Architecture

  • Daniel SimonEmail author
Part of the Management for Professionals book series (MANAGPROF)

Abstract

Business architecture management is no longer a buzz phrase, it has become reality in many organizations. However, there is still some way ahead to further proliferate the business architecture concept and help grasp its meaning and use. To this end, following the outline of this book’s motivation and specific objectives, this chapter introduces a comprehensive business architecture framework, including business motivation, business model, and business execution as the main constituents. This framework represents this book’s foundation. Finally, this chapter explains the corresponding structure of this book and briefly introduces the individual contributions.

Keywords

Business Process Business Model Enterprise Architecture Business Process Management Architectural Approach 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

  1. Bucklin LP (1965) Postponement, speculation and the structure of distribution channels. J Mark Res 2(1):26–31CrossRefGoogle Scholar
  2. Burkhart T, Krumeich J, Werth D, Loos P (2011) Analyzing the business model concept—a comprehensive classification of literature. In: Proceedings of the 32nd international conference on information systems, Shanghai, China, 4–7 Dec 2011Google Scholar
  3. Business Architecture Guild (2014) A guide to the business architecture body of knowledge (BIZBOK™ guide) version 4.0. http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/resmgr/BIZBOKV4IntroductiIn.pdf. Accessed 27 Oct 2014
  4. Business Model Foundry (2013) The value proposition canvas. http://www.businessmodelgeneration.com/canvas/vpc. Accessed 22 Sept 2014
  5. Collins JC, Porras JI (1994) Built to last: successful habits of visionary companies. HarperBusiness, New YorkGoogle Scholar
  6. Collins JC, Porras JI (1996) Building your company’s vision. Harv Bus Rev 74(5):65–77Google Scholar
  7. Cooper B, Vlaskovits P (2010) The entrepreneur’s guide to customer development – a “cheat sheet” to the four steps to the epiphany (Self-published)Google Scholar
  8. David FR (2013) Strategic management concepts: a competitive advantage approach. Prentice Hall, Upper Saddle River, NJGoogle Scholar
  9. Drucker P (1973) Management: tasks, responsibilities, practices. Harper & Row, New YorkGoogle Scholar
  10. Friedman M (1962) Capitalism and freedom. University of Chicago Press, ChicagoGoogle Scholar
  11. Gharajedaghi J (2011) Systems thinking: managing chaos and complexity – a platform for designing business architecture. Morgan Kaufmann, Burlington, MAGoogle Scholar
  12. ISO (2013) Frequently asked questions: ISO/IEC/IEEE 42010. http://www.iso-architecture.org/ieee-1471/faq.html. Accessed 27 Oct 2014
  13. Kantabutra S, Avery GC (2010) The power of vision: statements that resonate. J Bus Strategy 31(1):37–45CrossRefGoogle Scholar
  14. Kaplan RS, Norton DP (2000) Having trouble with your strategy? Then map it. Harv Bus Rev 78(5):167–176Google Scholar
  15. Kettleborough J (2012) Seeing eye to eye: how people professionals can achieve lasting alignment and success within their business. AuthorHouse, Bloomington, INGoogle Scholar
  16. Mind Tools (2014) What is strategy? The three levels of strategy. http://www.mindtools.com/pages/article/what-is-strategy.htm
  17. Mintzberg H (1987) The strategy concept I: five Ps for strategy. Calif Manage Rev 30(1):11–24CrossRefGoogle Scholar
  18. OMG (2010) The business motivation model, version 1.1. Object Management Group, Needham, MAGoogle Scholar
  19. Osterwalder A, Pigneur Y (2010) Business model generation—a handbook for visionaries, game changers, and challengers. Wiley, New JerseyGoogle Scholar
  20. Pagh JD, Cooper MC (1998) Supply chain postponement and speculation strategies: how to choose the right strategy. J Bus Logist 19(2):13–33Google Scholar
  21. Peng GCA, Nunes MB (2007) Using PEST analysis as a tool for refining and focusing contexts for information systems research. In: Proceedings of the 6th European conference on research methodology for business and management studies, Lisbon, Portugal, 9–10 July 2007, pp 229–236Google Scholar
  22. Ross JW, Weill P, Robertson DC (2006) Enterprise architecture as strategy. Harvard Business School Press, BostonGoogle Scholar
  23. Schein EH (1997) Organizational culture and leadership. Jossey-Bass, San FranciscoGoogle Scholar
  24. Simon D, Fischbach K, Schoder D (2013) An exploration of enterprise architecture research. Commun Assoc Inf Syst 32(1):1–72Google Scholar
  25. Simon D, Fischbach K, Schoder D (2014) Enterprise architecture management and its role in corporate strategic management. Inf Syst e-Bus Manag 12(1):5–42CrossRefGoogle Scholar
  26. The Open Group (2011) TOGAF® version 9.1. Van Haren, ZaltbommelGoogle Scholar
  27. The Open Group (2013) ArchiMate® 2.1 specification. Van Haren, ZaltbommelGoogle Scholar
  28. Treacy M, Wiersema F (1993) Customer intimacy and other value disciplines. Harv Bus Rev 71(1):84–93Google Scholar
  29. UK Ministry of Defence (2010) The MOD architecture framework version 1.2. https://www.gov.uk/mod-architecture-framework. Accessed 22 Sept 2014
  30. Ulrich W, Rosen M (2011) The business capability map: the “Rosetta stone” of business/IT alignment. The Enterprise Architecture Advisory Service Executive Report 14(2), Cutter Consortium, Arlington, TXGoogle Scholar
  31. Wang JC, College HW (2006) Corporate strategic management and business re-engineering effort analyzed by the balanced scorecard model. J Am Acad Bus 10(1):102–109Google Scholar
  32. Wilson C (2007) Transforming business architecture: creating a common language between business and IT. Align J (January/February):62–67Google Scholar
  33. Wirtz BW (2011) Business model management: design – instruments – success factors. Gabler, WiesbadenCrossRefGoogle Scholar
  34. Zott C, Amit R (2009) Designing your future business model: an activity system perspective. Working Paper 781. IESE Business School—University of Navarra, MadridGoogle Scholar

Copyright information

© Springer International Publishing Switzerland 2015

Authors and Affiliations

  1. 1.Scape Consulting GmbHCologneGermany

Personalised recommendations