What are the current trends and developments in business architecture and how do you keep up with them?

Wrapped within, or closely around, what is often understood as "Digital Transformation" are Agile Transformation, Domain Driven Design (SOA), and Data Mesh paradigms that focus on service enabling a business capability and managing it like a product in a cloud-based, elastic, API economy. Business Architecture and business capability management is critical to setting the scope boundaries for digital products to ensure they are modular, independent (loosely coupled), and are interoperable both within and outside of an enterprise. AI, analytics, and automation are ways to improve the efficiency or effectiveness of delivery of a business capability and each should be assessed and leveraged accordingly.

In my experience in today’s a business analyst will have to understand the high-level business that field and dimensions are features in AI there is been quite a change in nomenclature not, function or tole in many respects some level of modeling or requirement would be acknowledged via Prompt engineering for AI doing a deep dive there are many more examples just a heads up.

Most digital transformation is about 'service transformation'. How do customers and internal users access and use services? I often find that standard Business Arch approaches are not thinking about services sufficiently. Capabilities are often too abstracted from customer and stakeholder experience - and multiple capabilities are often needed to deliver a service. When interacting with businesses we think about services - not capabilities. In line with this BAs need to ensure that customer journeys, services, value streams and processes fully align.

Existing architecture constraints, functional silos and business appetite/maturity often create the biggest roadblocks for leveraging new technology for digital transformation. Business Architects must adopt storytelling and negotiation approaches that ensure each roadblock is fully considered for it's potential impact on achieving desired business outcomes.

The term Value Stream is often confusing. Most people don't know what a value stream is or how it relates to actual activities in a business. Organisations, in my view need to centre around services, that value streams and processes feed. Customers and stakeholders consume services. Refering to 'value streams' as 'services' brings them into the real world and makes them less abstract - which is key for engagement.

Absolutely. Also critical are understanding the business capabilities that support a value stream and if 1)the same capability supports other value streams and 2) if the capability is intended to be differentiating, competing, or commodity to then determine the best operating model for delivering that business capability that considers its larger integration and standardization requirements across the enterprise.

I would argue that it isn't possible to deliver value. You deliver a value proposition in your product or service, however it is up to the customer to realise the value offered. Too many systems have been implemented promising to 'deliver value' where the systems were never used - value delivered = 0!

To Martin's point value is only valuable when its value is valued. Often missed. Many initiatives are still grounded in the Customer getting what they are given - may be valuable to the organisation but not valued by the Customer... as opposed to giving Customers what they want in addition to delivering what they didn't know they need - both valuable and valued.

Richard Rotella makes an excellent point about value streams, sharing, business capabilities I would like to add to that that the creation of a PI and AI project will require many redundant steps used in various ways that will be the same capability. They need to be understood, and consequently shared.