You’re facing a complex business architecture problem. How can you tackle it effectively?

I believe the points are> Define the Problem Gather Information Identify Stakeholders Analyze the Current State Set Goals and Objectives Generate Solutions Select the Best Solution Develop a Plan Implement the Solution Evaluate and Iterate Document and Communicate

Defining the problem is the key and most important step. Quite often, the problem statement may refer to the 'symptoms' of the problem, and not the problem itself. Make sure that the problem is articulated in clear terms - why is the issue a problem; what is not being achieved because of it, and how will we know that the problem is solved. Identify the key impacted stakeholders and include them in the problem definition.

Defining the problem is like conducting a thorough health check - identify the symptoms, diagnose the root cause, and prescribe the right treatment.

Current state analysis includes impacted business activities, processes, services, roles, information concepts and systems. Where possible use business capabilities to 'group' the various impacted elements. All elements are not impacted similarly. Hence, it is a good idea to use a model to map the severity of the impact. You can also group the severely impacted elements to achieve insights on options.

In future state visualization, two distinctions must be made: the reference architecture and the target architecture. The former establishes a guide, an ideal goal, but does not consider the elements of the context of the problem to be addressed in enterprise architecture, although it is very useful for formulating the target architecture, which takes into account the reference architecture but exclusively in what is applicable to the problem to be solved. Typically, the reference architecture corresponds to an industry standard, a best practice, or a relevant success case.

As with the problem statement, the future state definition should be SMART. Use business outcomes to define the future state and identify associated KPIs, performance metrics to ascertain the achievement of future state. If the magnitude of change is large, you may think of breaking the future state into MVP and subsequent phases.

To evaluate alternatives, it makes sense to employ quantitative and qualitative analysis methods. This may include cost-benefit analysis, risk assessment, impact analysis, feasibility studies, and alignment with the organization's long-term vision. One should also consider input from stakeholders, domain experts, and relevant data to gain insights into each solution's strengths and weaknesses. Prioritize solutions based on their ability to address the problem effectively, their alignment with business objectives, their feasibility within constraints, and their potential for long-term success. This approach ensures that the chosen solution ensures a positive outcome!

While all the above suggestions and solutions are valid, one key aspect that many in business often miss out is starting from the basics, the beginning.. In business architecture, proper design principles need to be applied right from the beginning.. This needs to be tested internally within the architecture team and validated before it goes out to the business owners/stakeholders.. The resilience of the flow and the principles should be tested in workshops/working groups before it is implemented live..