A Business Architecture example will illustrate how to define and actualize business architecture for an enterprise.  Let’s use the case of how Sally, a business architect consultant, worked with a client to develop a business architecture.

Business Architecture Example: 

Entering the Labyrinth

January’s biting wind whistled through the austere corridors of MegaGiantCorp’s headquarters as Sally Mapper, the skilled business architect consultant, and her team prepared for their colossal task. They stood in the foyer, eyes wide with a blend of anticipation and determination, peering into the proverbial labyrinth that was MegaGiantCorp.

“Every labyrinth has a logic, a pattern,” Sally told her team. “Our task is to unravel MegaGiantCorp’s. Ready for an adventure?”

Heads nodded. Spirits ignited. Together, they plunged into the labyrinth, carrying their reams of public documents, strategy reports, and a burning resolve to decipher the conglomerate’s complex landscape.

Deciphering the Enigma

Spring arrived, injecting a renewed vigor into Sally and her team. They found themselves in an intellectual treasure hunt, surrounded by cryptic strategy documents and intricate operating models. These were the hieroglyphs of the corporate world, and they had to decipher them.

“This is our Rosetta Stone,” Sally told her team one day, holding a hefty strategy document aloft. “We don’t need to invent the code; we just have to crack it.”

Together, they drew a business model canvas, understanding the ins and outs of MegaGiantCorp: its customers, its resources, its strengths, and its aspirations. Then, Sally presented it to the leadership team one sunny afternoon.

“Remember, alignment is key. Are we all seeing the same picture?” she asked. There was a unanimous nodding of heads, and they continued their quest with newfound confidence.

Unearthing the Core

As the dog days of summer loomed, the team descended into the heart of the labyrinth, the central chamber where the core of MegaGiantCorp’s business architecture resided. The walls were adorned with murals depicting business capabilities and value streams, the very soul of the conglomerate.

Armed with a preliminary business capability model, they sat around a table, each contributing their insights to refine the map. Sally, at the helm, steered the discussion with thoughtful questions.

“Remember, this is a living document,” she said, pointing at the refined model. “As we explore deeper, we refine further. Our journey is iterative, not linear.”

The Streams of Value

Throughout the sweltering summer, they charted the course of value streams. They felt like cartographers mapping out previously uncharted territory, drawing lines of ‘prospect to customer,’ ‘quote to purchase,’ ‘order to cash,’ and many more.

“This is our river system,” Sally declared, laying out the mapped capabilities next to the value streams. “Now we connect the tributaries to the river. The ‘What’ to the ‘How.'”

The Symphony of Systems

As autumn leaves carpeted the ground, they met with the custodians of the labyrinth—the Enterprise and IT architects. Together, they undertook a monumental task: orchestrating an intricate symphony of applications, systems, and IT services.

“Every note matters,” Sally said, referring to the unique role of each system. “Together, they create our symphony, resonating with the capabilities and value streams.”

The harmonious echoes of their collaborative efforts reverberated throughout the labyrinth.

Strategizing the Next Steps

Winter was setting in, and they could see the end of the labyrinth drawing closer. However, the most significant task was yet to come. They stood around a large table, the glow of the overhead lamp illuminating their serious faces. They were strategizing, their conversations bouncing between data subject areas, capabilities, and value streams.

“We’ve mapped our landscape. Now, we need to chart our course,” Sally said, her finger tracing the strategic pillars on the roadmap. “Our actions now will set the stage for MegaGiantCorp’s future.”

The Transformation Roadmap

As the year ended, Sally and her team emerged from the labyrinth, their faces radiant with triumph. They held their magnum opus: the capability-based transformation roadmap.

“This,” Sally said, holding up the roadmap, “is not just a document. It’s a compass, guiding MegaGiantCorp towards the future.”

Her words echoed through the grand hallway, marking the end of a critical chapter of their journey. Finally, they had traversed the labyrinth, understood its workings, and devised a plan to transform it. Now, they were ready for the coming year’s challenges, their eyes set on the path they had charted. Yet, their journey was far from over. It had only just begun.

 Sally’s journey has not ended but reached a critical milestone.  Let’s discuss what they do next with her and the team.  Hope you have enjoyed the business architecture example and embarked on an endeavor to create your own. If you have a business architecture example outlining your experience, please share it with us – sans any confidential information. All the best.

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