The guiding architecture of an organization should be based on the strategic vision. In other words, this vision bridges the extant status of the firm and its projected future status or in other words the as-is scenario and the to-be scenario.
The primary issue being the organization’s current and future capabilities, the guiding factor being that a single capability of the organization cannot provide it with a sustainable competitive advantage.
In the highly complex as well as competitive global economies of today, an organization cannot compete on the basis of ‘low cost’ or ‘best quality’ or ‘customer service.’ The sustainable competitive advantage of the organization arises from synergy of its various capabilities.
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This makes the design of an organization wide architecture that leverages on the organic capabilities of the organization or the enterprise architecture, which I would refer to as the organic capabilities architecture, imperative.
This architecture would include the business architecture, information architecture, data architecture, systems architecture, and computer architecture as its subcomponents and would be driven by the organizational knowledge base.
The various decisions related to development of IS- related innovations need to be considered in a systemic manner within the framework of various architectures. Further, the investments in the new KM initiatives need to be considered within the systemic knowledge framework discussed earlier.
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The decisions related to strategy, business goals, information needs, data mapping, selection of product- independent systems, and selection of specific hardware and software need to be guided by this framework to ensure maximal effectiveness and efficiency.