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Aspects of a business represented by a business architecture diagram [1]. In the business sector, business architecture is a discipline [citation needed] that "represents holistic, multidimensional business views of: capabilities, end-to-end value delivery, information, and organizational structure; and the relationships among these business views and strategies, products, policies ...
Strategic management tools. In the field of management, strategic management involves the formulation and implementation of the major goals and initiatives taken by an organization's managers on behalf of stakeholders, based on consideration of resources and an assessment of the internal and external environments in which the organization operates.
The business model canvas is a strategic management template used for developing new business models and documenting existing ones. [2] [3] It offers a visual chart with elements describing a firm's or product's value proposition, [4] infrastructure, customers, and finances, [1] assisting businesses to align their activities by illustrating potential trade-offs.
describe a method for defining an information system in terms of a set of building blocks; show how the building blocks fit together; contain a set of tools; provide a common vocabulary; include a list of recommended standards; include a list of compliant products that can be used to implement the building blocks.
Most states' department of war maintains a continuously updated series of strategic plans to cope with well-known military or strategic problems. [ citation needed ] These plans are almost always based on scenarios, and often the plans and scenarios are kept up-to-date by war games, sometimes played out with real troops.
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Applications architecture strategy involves ensuring the applications and the integration align with the growth strategy of the organization. If an organization is a manufacturing organization with fast growth plans through acquisitions, the applications architecture should be nimble enough to encompass inherited legacy systems as well as other large competing systems.
The second one is the mimetic process where organizations adopt other organizations' practices to resolve internal uncertainty about their own actions or strategy. Lastly, it is the normative pressure where organizations adopt changes related to the professional environment like corporate changes or cultural changes in order to be consistent.