Target-state architecture describes the desired future structure of business capabilities, data, applications, and technology at a defined horizon. It guides portfolio decisions, sets standards, and sequences transformation—while remaining adaptable as strategy evolves.
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Measuring Enterprise Architecture success requires linking architecture practices to business outcomes, portfolio performance, and structural health indicators—not counting diagrams produced. Balanced scorecards combine leading and lagging metrics tailored to organizational goals.
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Business Architecture is the discipline that models how an organization creates value—its capabilities, value streams, processes, organization, and information needs—independent of IT implementation. It provides the business lens that anchors technology architecture in strategic outcomes.
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A business capability map is a hierarchical visualization of what an organization does—its stable abilities independent of org structure or IT systems. Capabilities describe outcomes the business must achieve, providing a durable vocabulary for strategy and investment discussions.
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Creating a capability map involves scoping the enterprise boundary, facilitating business stakeholders to identify and define capabilities, structuring them hierarchically, validating against strategy, and publishing in a governed repository with planned overlays and maintenance.
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Value stream mapping is a business architecture technique that visualizes end-to-end flow of value from initial stakeholder trigger through stages delivering outcomes—highlighting waste, delays, handoffs, and enabling systems. It connects customer and business outcomes to operational design.
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Capability maps support transformation by providing a stable structure to assess gaps, prioritize investments, align initiatives, and measure progress toward target operating models— independent of reorganizations or technology churn.
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Business capabilities describe what an organization must be able to do; processes describe how work flows to deliver outcomes. Understanding this distinction is foundational to capability-based planning and transformation prioritization.
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