Strategic business analysis and business architecture both strive to establish a set of usable and reusable models that effectively describe a business in terms of its core foundation in order to guide change. A useful architecture provides the rationale, context, and scope for solution design and thereby defines the work of many business analysts. But operations managers may not want to hear about architecture. They are more concerned with how well ‘the rubber hits the road’, desperately trying to deliver day to day operating results for which they are accountable. To be effective, then, all aspects of a business architecture must be in complete synch with the needs of business operations for better performance and change.

This session will elaborate how the ‘business architecture’ and the ‘business operating’ models can evolve in harmony with one another and how business capabilities and operational processes can co-exist to drive the best results faster and with more agility. Through the use of case studies it will illustrate how implementation and digital transformation are better delivered when everything is aligned up front. 

Learning Objectives:

• Learn the collaborative roles of business architects, operating managers and business analysts in business architecture and business operations
• Discover why a business concept model provides the foundation for capabilities, value streams, information and business process design
• Discover how the dots connect to provide a complete solution that works on the front lines