ARC 514- 18

Business Management &

Application for Architecture 1
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First Semester 2023 – 2024

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Ar. Mark G. Delfin

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5AR-2

Research 01 – Purpose and Considerations

MENTOY, OLIVER V.
19-13140-443
A. How is doing business relevant for architects? What are other common reasons for
doing business? Site 5 examples.
An enterprise's "business architecture" is a blueprint that gives a shared knowledge of the
organization and is used to connect strategic goals with operational requirements.
In simple terms, business architecture acts as an organization's blueprint. Due to rapidly
evolving of technologies, the absence of a Business Architecture prevents organizations
from being able to adapt quickly. In today's quick-paced, highly competitive industry,
businesses that lack adaptability will not survive.
Every day, the business environment evolves, forcing firms to respond to new global
competitive threats, security and privacy issues, and regulatory and compliance
requirements. To determine the impact of change on the business and to respond quickly
and efficiently, business architecture has become very essential.
Benefits of doing Business Architecture:

• Focused and aligned strategy. Business architecture aids in focusing investment and
turning strategy into action.
• Improved decision-making ability. Business architecture enables the organization to
fully comprehend the effects of decisions before making them.
• Increased operational efficiency and capacity for growth. An organization's business
activities can be structured and streamlined for efficiency and scalability with the aid
of business architecture.
• Agility in business and IT execution. A repository of reusable architecture
information and clearly defined processes that turn strategies into actions
considerably speed up an organization's capacity to recognize and implement the
required adjustments.

B. What are the factors and considerations that are important in starting a business? Site
5 examples.
When attempting to create a successful and significant process-based business architecture,
there are numerous considerations to make.

• Organizational readiness. In an organization with very low maturity, or one that

does not care, communicate, or talk about processes—an organization where
success is reliant on individual heroism— implementation is exceedingly difficult
to execute.
• Issues with process improvement. It may be time to take a closer look at a process-
based architecture initiative if your organization has been working on process
projects (such as lean or other improvement performance projects) for some time
and is currently having trouble managing transversal processes initiatives.
• Current strategic or business viability. If you are contemplating a significant
strategic business, experiencing significant problems with your current operational
or business model, or even if you have any doubts about your ability to accurately
predict what is happening throughout your whole organization.
• Organizational leadership. A fourth consideration factor is the leadership,
ownership of your CEO, or the CXO, leading the BU, or a major corporate functions
like the CFO, the CIO or CHRO. This approach seriously engages the whole
management or leadership team.
• Time to implement. Time is key success ingredient.
• Organizational Culture. Performance management behaviors and managerial
systems can, in certain cases, hinder your capacity to execute the realigned
investment plan.
References:

https://www.stagrp.com/architecture/business-architecture/what-is-business-architecture/

https://blog.leonardo.com.au/6-things-to-consider-when-implementing-a-business-architecture