Let’s begin with our company’s exposition. By establishing visibility into our assets and the processes (activities) that drive our business, we can create an in-depth assessment of our business ecosystem, ensure business and IT operations are driving toward the same goals, and provide insight to executives and stakeholders to improve decision-making and strategic planning.
Of course all stakeholders will be eagerly anticipating rising action within the company. To achieve this, we’ll want to create a detailed plan of the company’s transformation, involving an assessment of the digital skills that will be required to drive innovation. Another benefit to this increased visibility will be an expanded tolerance for risk-taking that is necessary to foster creativity in forward-thinking organizations.
This will lead to our climax (… which is always exciting!), which will be reached by reconciling new technologies with existing ones, improving customer engagement (and hopefully loyalty), increasing collaboration with partners, and expediting employee mastery of new skills and technologies. If leveraged correctly, data-driven decisions will allow us to better anticipate market needs and be where the customers expect us to be before the competition gets there, resulting in revenue growth.
The falling action will be a welcome reprieve from the chaos that can come with digital transformation. Our team will no longer be stressed about “do we have enough of this?” and “are we ready for that?” and “how are we going to get there?” Instead, we’ll have best-practices assigned to all of our business processes, we’ll have reconciled our digital and legacy technologies to be ready for growth, and our executives will have established a strategic roadmap that allows for the navigation of risks and ensures the business can achieve strategic goals.
As the pages of our story turn, we now have a legion of motivated & engaged employees, partners and customers - the final resolution of our transformation.
Most current approaches to enterprise architecture describe everything in terms of structure. IT infrastructures, however, are still being built through a fragmented approach – leaving the story behind. A well developed and executed IT plan will ensure the right technology is implemented, improving customer satisfaction results, meeting company needs and most of all – avoiding the drama associated with digital transformation, such as the pace of change, lack of vision or problems associated with old technology. Each piece of our story will now have the necessary context to finally make sense as part of the big picture.
Freytag’s Pyramid applies not only to five-act-plays, but also to short stories, novels, and any story worth telling. Our software solutions designed to help drive business and IT transformation will help you to structure your story so that it’s tailored to your enterprise landscape. So, what’s your story?
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It originates from a project in the high-tech strategy of the German government, which promotes the computerization of manufacturing. The goal of the project is the ‘networked factory’, permanently exchanging information between the machines within their micro – computers and sensors installed and interconnected to form a network, a so-called cyber-physical system – CPS. Thanks to this system, productions can become more flexible and efficient. Machines can automatically switch between the tasks, support technicians at work, predict failures or even trigger processes autonomously when changes in the production are necessary. Even if factories are geographically dispersed, they can stay interconnected. The automation technology in the Industry 4.0 environment is focused on the introduction of methods of self-optimization, self-configuration and self-diagnosis. All these changes seem to have a great potential of the new industrial revolution.
So why aren’t we all there yet?
There are few difficulties. Most of all - mastering security and managing the volume of data. Therefore, if we want a successful implementation of the 4th revolution, we need revolutionary visions and strategies on the management level. Yet there are some stumbling blocks of an organizational nature on the way. In particular, the appropriate management concept. Many companies these days operate under the slogan of an 'integrated factory' already and try to connect IT system landscapes via interfaces and to supplement missing functionalities on the basis of new systems. This approach, which seems to be promising at first, occurs to be dissatisfying in the end. Delineated organizational units limit the continuous processes leading to isolated data islands. To avoid this trap, many companies often start by focusing resources on Enterprise Architecture Management to inventory their assets and map their IT architecture so they are able to identify gaps and redundancies, leading to an improved IT portfolio management.
Revolution is a fundamental change of the present order and even though it can sometimes look as if it came out of nowhere, it is never true. The revolution is like a tide which suddenly, but not spontaneously, breaks the dam. Enterprise Architecture Management can help you prepare for that. It can give you timely, in-depth information that will help you manage knowledge and data as an enterprise asset. It also allows stakeholders to make collaborative, well-informed decisions about information usage across various functions of your organization.
Instead of waiting for the 4th revolution to come, we need to start thinking about what kind of changes we would like to see and start laying the framework for it today.
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