A few days ago, I started this blog on Architecture and Investment. It has slowly dawned on me that strategy is the starting point for architecture. If the architecture supports the strategy, the organization can better meet its targets. If not, it will struggle to operationalize its strategy.
Also, by architecture, I mean the enterprise architecture, which includes business architecture, information architecture, technology architecture, product architecture and so on.....
A Strategic exercise typically starts by segmenting the marketplace to understand the motivations and buying criteria for different segments. Once this is established, the first item of business is to decide which segments to focus on.
An Architecture is then developed to ensure that the focus can be translated to a business and a technology form that can perform and provide leverage in operations, differentiation, pricing and even market positioning.
What is working and what is not, can ofcourse be eventually measured through the financial documents published by an organization.
This is the underlying theme that I will try to explore within this blog.
Also, by architecture, I mean the enterprise architecture, which includes business architecture, information architecture, technology architecture, product architecture and so on.....
A Strategic exercise typically starts by segmenting the marketplace to understand the motivations and buying criteria for different segments. Once this is established, the first item of business is to decide which segments to focus on.
An Architecture is then developed to ensure that the focus can be translated to a business and a technology form that can perform and provide leverage in operations, differentiation, pricing and even market positioning.
What is working and what is not, can ofcourse be eventually measured through the financial documents published by an organization.
This is the underlying theme that I will try to explore within this blog.
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