I see Fortune 1000 companies take on transformation initiatives, integrating technology and business, to propel their business forward – and sometime reinvent their business - in today’s modern markets. I also witness changes in their operations and methodologies to develop and deploy new business capabilities. In doing so, they must also adapt current strategies to manage risk.
One thing that is obvious to me is that, in a transformative company, IT is a strategic business partner, essential to the success of the company. They focus on the business’ goals and architect business capabilities that will foster change and agility. They recognize that agility is requisite and change is perpetual in a digital world. They also recognize that ongoing evolution of architecture, sometimes referred to as continuous architecture, is not without concern.
I often hear from critics of this movement that continuous change increases risk for the business. Their belief is that frequent and ongoing changes will create instability and vulnerability over time. However, I believe that risk may be avoided or more easily mitigated. Here’s why …
I believe that intimate knowledge of the business – the technology, processes and people, and an understanding of “what if” scenarios – can aid IT in developing business capabilities that can sustain continuous evolution. In the age of business transformation, enterprise architecture should be a strategic asset. Knowing how applications, processes and people are connected provides valuable insights that can help identify, monitor and mitigate the risks tied to continuous architecture and drive business transformation.