Architecture is about creating a foundation for business execution.
Business and Enterprise Architecture
Business- and Enterprise Architecture is the fundamental platform for successful execution of business vision and strategy, and the key enabler for a business ability to evolve and prosper over time.
All businesses operate under a set of operational constraints that are defined by their business- and enterprise architecture. However, often the business- and enterprise architecture has not been sufficiently planned, managed - or even aligned with the business strategy and goals. The result will be that the business finds itself unable to execute on its strategy and attain its goals, often experiencing lack of profitability, lack of customer satisfaction, increasing cost base that escalates, and similar sympthoms. On the strategic level, businesses may find themselves unable to execute on strategic initiatives like horizontal expansion into new markets, succesfull consolidation after merger or aquisition of another company,and similar.
The possible situations and sympthoms are many, but the alignment between business and technology sits at the core and is manifested through the business- and enterprise architecture.
Furthermore, when the business is exposed to change, either driven internally or externally, the business- and enterprise architecture will determine the business ability to react and respond to the change.
Successfully planning and implementing a foundation for business execution that enables a highly profitable and competitive business, requires expert knowledge within both the business domain and the technology domain. Also, creating a foundation for business execution that is agile enough to sustain the strategic scenarios that the business will have to respond to in the future, thus protecting investments and competitive advantages, requires a deep understanding of the strategic position of the company and the requirements this puts to the business- and enterprise architecture.
Pivotic has extensive strategic experience from several industries, including Telecom, Software, Media, Finance, and Public Services. Furthermore, we have a deep understanding of both business itself, as well as the technological aspects of actually making sure that the business- and enterprise architecture provides a sound and agile foundation for a highly profitable, competitive business.
Our proven, holistic approach to business- and enterprise architecture is unique within the Nordic countries.
Product Strategy and Architecture
A well planned product strategy lies at the heart of subsequent succsessful product management, and the product architecture and the roadmap is the realization of that strategy. In order to succeed, a business focusing on services or products must develop unique selling points, capitalize on their strengths, mititgate their weaknesses, be strategically positioned to seize opportunities and be ready to react to threats.
The product architecture is the enabling factor makes the product strategy feasible for execution. Products that suffer from a product architecture that is either not agile enough to sustain change, or where the product architecture is misaligned with the product strategy, the overall business model, the underlying IT architecture, the operational processes for selling and marketing the product, or similar, will find it very hard to succeed.
Businesses often find themselves in a situation where this misalignment is felt strongly and reflected in the financial perspective, but where the actual root-cause problems and blockers are very hard to spot because they are often found on a very deep technical level within the product architecture. In order to handle this situation, it is necessary to get to grips with the product architecture and identify opportunities for change.
IT Strategy and Architecture
The IT architecture of a business is one of the pillars supporting the execution of that business, and one of the critical components in both product architecture and enterprise architecture.
The IT strategy of a business must, however, take into account all products and services offered by the company, and also the whole portfolio of running projects – some of which may be development projects and other that may be customer implementation projects. Furthermore, changes to the IT architecture tend to involve expensive investments and are often risk-prone.
The primary goals of the IT strategy are therefore usually to optimize for the required level of service, at the lowest possible cost.
Very often, however, this optimization require decisions that are of a highly strategic nature, and often reversible only at a great cost – typically involving standardization on a single technology or outsourcing part of the operation.
The resulting rigidness stands in stark contrast to the necessary business agility that is required if business is to respond to changes and maintain its competitiveness.
Consequently, the IT architecture must be planned to accommodate for necessary adjustments to the IT strategy, which must follow as the business strategy adopts to changes in business context.