[[Enterprise Architecture as a Strategy]] pitches a common progression through increasingly well-developed [[Enterprise Architecture]]s: 1. Business Silos 2. Standardized Technology 3. Optimized Core 4. Business Modularity 5. Dynamic Venturing _see bottom of note_ As you mature your EA, you should only take one step at a time in order to have the opportunity to learn. The juice from each step should be near fully-squeezed before you move beyond. Skipping steps is associated with worse outcomes, apparently. In general - as you mature you can expect to see these types of improvements: - Reduced IT Costs (to a point) - Increased IT Responsiveness - Enhanced Risk Management - Increased managerial satisfaction - Successful strategic business outcomes # Managerial Practices ![[Arch_mgmt_evolution.jpeg]] ## Dynamic Venturing For whatever reason [[Enterprise Architecture as a Strategy]] decided to add a 5th stage of EA in the last 10% of the book. Dynamic venturing is about the ability to rapidly reconfigure portfolios of business. Basically, trying new ventures for business expansion by taking apart those [[Core Business Processes]] and [[Paved Roads]] that drive them and reconfiguring them in alignment with said new adventure. If your business is modular enough, if's possible. Stage 5 is about business components being [[Highly Cohesive, Loosely Coupled]]. # Learning Objectives ![[IMG_1475 Medium.jpeg]] **** ## Source - [[Enterprise Architecture as a Strategy]] ## Related - [[Enterprise Architecture]]