THE NEXT STEP FOR ENTERPRISE ARCHITECTS

Turn the enterprise into a modular landscape and enable the interconnectedness between everything through clever collaboration

Why is it relevant now?

With a world that is increasingly complex and faster it is difficult to make the connections and explore the interconnectedness across an organization’s strategic landscape. The role of the enterprise architect has evolved over the last few years – from a relatively limited focus on technology, to a more contemporary and higher value focus on the enterprise. The challenge is no longer about connecting IT and business, but how to enable strategic and operational agility in a multidimensional, interconnected and fast paced world.

scientrix-website-home-icon-4

Ecosystem Thinking

scientrix-website-home-icon-3

Strategic Agility

scientrix-website-individuals-teams-icon-2

Accelerated Innovation

scientrix-website-home-icon-2

Effective Collaboration

scientrix-website-home-icon-5

Impactful Execution

SCIENTRIX IS THE LEADING STRATEGIC ENTERPRISE ARCHITECTURE PLATFORM

THE BIGGEST FOCUS AREAS IN YOUR WORLD

1. ENTERPRISE ARCHITECTURE IS UNDERVALUED BY BUSINESS LEADERS

Your issue:
Enterprise architecture hardly features in strategic discussions of business leaders and is considered purely an IT domain rather than a core strategic capability of the organization. The reasons for this could be that historically enterprise architecture has been inward focused and managed in isolation from the business. Additionally, enterprise architecture is considered too complex for the rest of the business to understand – both in language and visualization.

Our solution:
We offer a platform that serves both IT and business (a type of strategic DevOps) that enables a collaborative approach to designing and maintaining the dimensions, elements and variables of the enterprise architecture. The platform enables modular enterprise architecture, co-created between business and IT to make the organization strategically agile.

2. CREATING A HOLISTIC OVERVIEW OF THE MULTIPLE DIMENSIONS OF THE ENTERPRISE

Your issue:
Although the Zachman and TOGAF frameworks made a first attempt to create an overview of the structural landscape, they are still limited. Possibly their biggest shortcoming is that the target audience is predominately IT leaders and it is practically unknown outside the IT community. A framework is required that covers multidimensional complexity yet is simple enough to serve as a common language between business and IT. A platform and architecture is required as a basis for true co-creation of the enterprise architecture.

Our solution:
Co-create the structural landscape with business and store the dimensions, elements and variables in libraries. These dimensions, elements and variables can be re-used across models and solutions. These can be connected into management portfolios using a matrix grid.

3. MAKING THE CONNECTIONS BETWEEN DIMENSIONS TO UNLOCK INNOVATION AND VALUE

Your issue:
Innovation is about making connections or establishing new orders between existing parts. Connecting dimensions creates cognitive tensions and forces the organization to look at problems from more than one angle or perspective. Architecture is about connecting building blocks in new ways to create higher value. There is no tool or method in the market that enables an organization to make connections across the enterprise architecture and that provides the organization with the opportunity to unleash value through these tensions.

Our solution:
Leverage a simple, yet powerful matrix grid to enable the enterprise to make connections across dimensions and to create new orders out of chaos.

4. ADJUSTING OR REMODELING OF STRUCTURES TAKES TOO LONG

Your issue:
The key to successful enterprise architecture is not to have the most perfect solution for the moment, but to achieve an architecture that is flexible and easily adjustable to meet market demands.

Our solution:
Our answer is a matrix design grid, a modeling toolkit concept and good searching/linking capabilities. This concept enables the decomposition of an ecosystem into its parts. The modeling toolkit and search capabilities allows for the rebuilding of structures and solutions with speed. It also allows for the sharing of permissible parts across a larger enterprise.

5. CLOSING THE LOOP BETWEEN DESIGN AND REAL LIFE EXECUTION

Your issue:
Designs without real life feedback remain static, which do not survive in today’s fast paced world. In order to improve designs faster feedback loops are required. However in most businesses, execution results (e.g. data & analytics, initiatives, risks etc.) are disconnected and divorced from designs.

Our solution:
Seamlessly link solution design and execution management to create feedback loops.

6. MANAGING THE HEALTH OF THE ECOSYSTEM

Your issue:
It is critical for an organization to manage its design and execution capabilities. Very few organizations use data & analytics to monitor the capability of the organization; i.e. speed and quality of innovation, work in progress, the speed of initiative execution, etc. Having intelligence distributed in disparate and disconnected systems, presentations and spreadsheets prevent the drawing of meaningful conclusions based on analytics.

Our solution:
Our answer is a centralized information system where data can be used to monitor and measure the health of the ecosystem – allowing a ‘birds eye view’ of the overall strategic landscape, and its overall health.

7. IMPLEMENTING PLATFORMS TO REDUCE TOOL FATIGUE IN THE ORGANIZATION

Your issue:
There is an expectation on enterprise architects to come forth with platform concepts to seamlessly integrate various products and services under a unified user interface. A platform solution for the design and execution of strategies and portfolios is required to reduce tool fatigue, adoption problems and software costs.

Our solution:
Our answer is a platform that allows the creation of multiple models and solutions for different purposes under a unified user interface.