The Impact of Strategy, Business, and Information Technology Variables of Industrial Companies on Enterprise Architecture Design

Abstract

Architecture, a word derived from Greek, means the fundamental structure. Many process professionals believe that this term is synonymous with "business architecture." However, business process theorists usually emphasize the key role of process in defining the overall objectives of an organization. In fact, most process specialists view systems and organizations as a large process that converts inputs into outputs. They usually divide an organization into one or more value chains, and the value chain into several large business processes. This division continues through several stages until it reaches organizational activities and tasks. After creating key outputs and value chains, they proceed to define stakeholders, value propositions, Key Performance Indicators (KPI1), process management plans, and all the tools and methods that managers need to achieve optimal organizational performance. It is assumed that information technology leverages its capacity to support the organization's business process architecture. Strategies within an organization and its accompanying business structure, along with the integration of these two aspects with information technology, play a key and fundamental role in shaping a cohesive enterprise architecture. Architecture, a word derived from Greek, means the fundamental structure. Many process professionals believe that this term is synonymous with "business architecture." However, business process theorists usually emphasize the key role of process in defining the overall objectives of an organization. In fact, most process specialists view systems and organizations as a large process that converts inputs into outputs. They usually divide an organization into one or more value chains, and the value chain into several large business processes. This division continues through several stages until it reaches organizational activities and tasks. After creating key outputs and value chains, they proceed to define stakeholders, value propositions, Key Performance Indicators (KPI1), process management plans, and all the tools and methods that managers need to achieve optimal organizational performance. It is assumed that information technology leverages its capacity to support the organization's business process architecture. Strategies within an organization and its accompanying business structure, along with the integration of these two aspects with information technology, play a key and fundamental role in shaping a cohesive enterprise architecture. Architecture, a word derived from Greek, means the fundamental structure. Many process professionals believe that this term is synonymous with "business architecture." However, business process theorists usually emphasize the key role of process in defining the overall objectives of an organization. In fact, most process specialists view systems and organizations as a large process that converts inputs into outputs. They usually divide an organization into one or more value chains, and the value chain into several large business processes. This division continues through several stages until it reaches organizational activities and tasks. After creating key outputs and value chains, they proceed to define stakeholders, value propositions, Key Performance Indicators (KPI1), process management plans, and all the tools and methods that managers need to achieve optimal organizational performance. It is assumed that information technology leverages its capacity to support the organization's business process architecture. Strategies within an organization and its accompanying business structure, along with the integration of these two aspects with information technology, play a key and fundamental role in shaping a cohesive enterprise architecture.