Blog EN - Business & IT Transformation

With the onset and outcome of COVID-19, governments have propelled digitization projects and in doing so, faced multiple challenges. In this article, we will take a look at why despite such challenges it was necessary, how governments funded the projects, and how a connected Enterprise Architecture helps in the initiative.

The huge number of Corporate Social Responsibility (CSR) labels and initiatives creates a lack of clarity for small and medium-sized enterprises (SMEs). Making clear choices and sticking to them is always better than multiplying CSR actions without completing them. The objective of carrying a vision based on its own strengths, even limited ones, does not mean that an organization renounces ambition. Rather, this modest approach means doing things your own way, within the means available.

The business ecosystem is getting complex and every organization has to transform itself to stay competitive according to multiple changes: customer expectations, new competitors, emerging technologies, regulation changes, and any world disruption. Enterprise Architecture (EA) is critical to support this transformation, despite this complexity.

Financial, health, or geopolitical crises seem to follow one another, often with systemic consequences. Besides a question of survival, companies must now be able to adapt quickly and efficiently to this ever-changing environment. Ensuring operational resilience with robust Business Continuity Plans (BCP) has now become the strategic goal of risk management.

The goal of the Airbus business transformation has been to use Enterprise Architecture (EA) to understand the bigger picture across its organization as it develops its ‘Digital Aeroplane of the Future’.

During a presentation at the IRM Business Transformation Conference, MEGA International COO Luca de Risi outlined how Airbus has used EA to break down silos across the company, transform its culture, while increasing agility and resilience.

Considered as a source of innovation and added value, data is an element that is still difficult to value in companies, despite a growing awareness and numerous initiatives in recent years. In fact, sharing data in organizations is not something that can be decreed, but rather suggested and encouraged, so that businesses play along. The reasons to share data are simple: regulatory compliance is mandatory for all players, but it is above all innovation that enables performance gains and growth potential. However, the process remains complex, with major challenges to overcome in terms of data governance.