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Cross-functional Excellence of a Business Architect
In today's complex
→
new economy
driven by knowledge and
→
systemic innovation,
cross-functionally excellent business architects are in growing demand.
By building your cross-functional excellence, you'll be able to
tie several silos of business development expertise together,
create
→
synergies,
→
lead people who will put
their plans into action, and ultimately build a winning
synergistically integrated
organization.
To perform
task of a business architect, you'll need to possess the following
competencies.
Strong in
holistic,
strategic,
analytical and
systems
→
thinking. Able to see and understand:
-
The context of the
business architecture
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The big picture
-
Beyond the obvious.
-
Patterns or
connections between situations that are not obviously related.
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Key or underlying
issues in complex situations
Excellent
→
leadership,
→
teambuilding,
→
communication,
→
presentation,
and
→
negotiation
skills.
Integrated Approach To the
Management Process
The integrated
business systems approach
to business development and the management process is what distinguishes
modern cross-functionally excellent business architects from functional
managers.
As a business architect and an
extremely effective leader, you must have a broad view to be able to link
together –
synergistically!
– the key components of corporate success – from functional planning to
cross-functional cooperation, from
supply chain management to
customer value creation,
from the art of
continuous learning
→
learning
to the practice of
effective
communication and
→
influencing people – and bundle them in an intellectual, innovative and
pragmatic package that can be used to achieve
sustainable competitive advantage
and business growth, both
top-line
and
bottom-line.
→
2 Basic Business
Growth Strategies
To fulfil these responsibilities, a Business Architect
typically should have broad
cross-functional expertise
and be able to build business synergies.
>>>
Systems Thinking and Modern Management
"Many managers fail to see
the forest for the trees. This is not an either/or problem. The trick is to
see both the forest and the trees. Systems thinking is a methodology for
doing both simultaneously. It's more than a methodology, it's like learning
a new language and takes nearly as long as learning a foreign language to
achieve maturity," says Jim Botkin, the author of Smart Business.
The goal of
systems thinking is to
manage the rapidly growing complexity of the worlds of business and
technology. The task of a business architect
and a
process manager is to create systems, within a sensibly structured
business, that
empowers
employees
and enables people to achieve higher productivity and greater
competitive advantage.
Systems thinking characterizes many of the
world's leading executives. It is
a formal discipline of management science that deals with
the whole business system and
in terms of the interconnections and interactions of its parts.
Balancing Your Business System
If your business is in flames, stop what you
are doing,
quiet
your mind
and
take a bird's-eye view of your business. Drop any misconceptions you may
have as to what you should be doing, and then re-balance your business.
As you regain the balance in your business, you will regain control.
A business is more than finance.
Performance measures need to be
aligned with the
organization's strategy.
The
Business Systems
approach
considers business as system of interrelated factors of
strategy,
owners, investors, management,
workers,
finance,
processes,
products,
suppliers,
customers, and
competitors...
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IT Architect: Modern
Requirements
→
IT Leader: New Roles of a CIO
→
Modern ICT-powered Value Chain
IT architects are in growing demand. They
are cross-functionally excellent people who can "tie several silos of
expertise together," relate to
business problems
as well as technology, and then sell their ideas upward and downward in the
corporate hierarchy...
More
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