“In general, EA can be considered as a structured description of the enterprise and its relationships, which may make it the fundamental “management information system” for the enterprise” - Simon et al. (Enterprise architecture management and its role in corporate strategic management, 2013, s. 6).
“The primary mechanism through which EA helps an organisation to improve Resource Complementarity is through the identification of the potential enterprise-wide synergies” - Tamm et al. (2011, s. 155).
"1. Change agent: the enterprise architect supports enterprise leaders in establishing and promoting the best strategy to accomplish business goals and objectives. 2. Communicator: the enterprise assists managers, analysts, systems architects, and engineers in understand the details of the strategy sufficiently well to make decisions and execute the plan that leads to realization of the... Continue Reading →
Korhonen & Molnar (2014) skriver om, at enterprise arkitektur er en evne til at understøtte forbindelse mellem forretningsstrategien til handling.
“Hence, and according to such theoretical framework, ERAs can be used for diverse purposes, as for example, being a communication tool among different stakeholders, as a tool for knowledge accumulation and transfer (i.e. train and instruct), as a decision making model to provide guidance on scoping and design implementation issues for future targeted states (i.e.... Continue Reading →
“Likewise, Aitken (2009) contributes to EA’s integration with strategic planning. This is based on his view that EA is considerably more than simply describing current and future states of the enterprise. In fact, the author emphasises EA’s design capability, where he believes EA distinguishes itself by assisting the enterprise to determine which road to take to... Continue Reading →
“In particular, it can make strategy explicit down to the execution level and this strengthen management and decision-making competence” - Simon et al. (Enterprise architecture management and its role in corporate strategic management, 2013, s. 24).
"The tools, methods, frameworks and best practices that work well in IT architecture - are not optimal when applied in the higher domain, in which EA provides the coordination logic over the resource base. There would be no one-size-fits-all approach that could be uniformly applied across the board." - Janne J. Korhonen & Wolfgang A. Molnar... Continue Reading →
"Kettinger et al. note: "To achieve both business and standardization and business flexibility requires more than just a global IT architecture; it also requires an information-oriented top-down management philosophy that promotes corporate-wide information management practices and information behaviours and values"" - Frank Radeke (Toward Understanding Enterprise Architecture Management's Role in Strategic Change: Antecedents, Processes, Outcomes,... Continue Reading →