The Skeptical Architect
By: Gil Laware & Frank Kowalkowski
Recent strategic thinking links strategy focusing on competitors, markets and customers served with business models that represent the execution of the business to serve the markets1. Newth defines the business model as an “internal system that is made up of components, linkages between components, and dynamics.”2 Both perspectives can be represented by architectures, linked together and the impact of changes, structural options and ranking of importance of alternatives assessed using phrase analytics on the architectures.
Earlier this year we wrote about the various types of architectures and in May’s article focused on business change and risk. The focus was on the business analyst’s use of an architecturebased framework to mitigate risk by assessing impact of risk as it cascades through the various architectures. By making explicit the risks associated with the strategic, tactical, and operational alternatives, it provides executives with an enhanced perspective of how architecture can come to the rescue in assessing organizational risk. The key issue is to show how architecture represents
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