“A business conglomerate is most likely to have EA at its LOB level. A transnational car manufacturer is most likely to have EA at its top-most corporate level. In crossing organisational or inter-firm boundaries create added requirements for EA.” (Tambo 2017, Enterprise Architecture beyond the Enterprise Extended Enterprise Architecture Revisited, s. 382).
“The role of EAM for guiding strategic change is frequently discussed. A central strategic change goal or outcome is to achieve close alignment or fit between an organization’s desired position in the marketplace and its internal structures and processes. The results suggest that the application of EAM in the strategic change process can support attaining... Continue Reading →
“Enterprise-wide IT architecture appears to be requisite for restructuring resources at the resource level, whereas enterprise architecture supports the development of competences at the organizing level in order to reengineer the enterprise.” (Korhonen & Molnar. (2014). Enterprise architecture as capability: Strategic application of competencies to govern enterprise transformation, s. 178-179).
“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 →