You're revamping Business Architecture. How do you balance short-term gains with long-term strategy?
When revamping your business architecture, it's crucial to strike a balance between quick wins and enduring strategies. To achieve this harmony:
- Identify quick wins that align with long-term objectives to ensure immediate efforts contribute to future success.
- Establish clear milestones for long-term goals to maintain focus and measure progress over time.
- Encourage flexibility in strategies to adapt to changing market conditions while staying true to the overarching vision.
How do you balance immediate results with strategic goals in your business planning? Share your approach.
You're revamping Business Architecture. How do you balance short-term gains with long-term strategy?
When revamping your business architecture, it's crucial to strike a balance between quick wins and enduring strategies. To achieve this harmony:
- Identify quick wins that align with long-term objectives to ensure immediate efforts contribute to future success.
- Establish clear milestones for long-term goals to maintain focus and measure progress over time.
- Encourage flexibility in strategies to adapt to changing market conditions while staying true to the overarching vision.
How do you balance immediate results with strategic goals in your business planning? Share your approach.
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It requires experience and a good vision of the Enterprise architect alongside the rest of the architecture team. First it's needed to understand the business, its vision, goals and what are the expected results. Taking all these in consideration, a long term solution can be design however, "Transitionary" stages can be designed. Transitory doesn't mean a MVP, a phase or stage of the final architecture can and should have several MVP's. An example could be understanding that the need requires HA ( 99.999%) and probably an event driven approach however, the transitionary stages can start without event driven ( by triggers) and with 98% availability. So the main focus should be an scalable and compostable architecture.
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The question why does your business exist is more important. Making sure your architecture will deliver your why will secure your business growth. So many businesses have lost why they exist and is the main reason why they dont have direction.
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Focus on areas that deliver immediate value with minimal disruption but also contribute to building the foundation for future growth. Prioritize tasks that solve urgent pain points while advancing strategic priorities.
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Shortterm wins will come from getting gains from current structure and keep on building the architecture to revamp the business E.g. a business manager must get good hold of all available resources and make them move towards gains and at the same time set the top priority which is essential to begin the revamp The business manager also has to rationalize between opportunities from existing structure and the future opportunity cost that may come due delay in business architecture revamp
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In addition to what everyone else has said, focus on setting clear milestones for key objectives, and staying on track it's important to measure progress using fit for purpose. It’s also important to be flexible, too. The market can change quickly, so I’m always prepared to adjust my plans while keeping my overall vision in mind.
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