Do you master the business technology strategy skillset? (Part 2)
Business technology strategy, or BTS, is about creating a strategy for the use of IT that maps to and support the goals of the business. Sounds easy, right? In this second of two blogs, Enfo’s Andreas Gripfors explores five other essential business technology strategy skills.
In my first blog, I talked about the importance of understanding business fundamentals, strategy development and rationalization, business valuation and industry analysis.
- Business fundamentals
- Strategy development and rationalization
- Business valuation
- Industry analysis
- Investment prioritization and planning
- Requirements discovery and constraints analysis
- Architecture methodologies and frameworks
- Risk management
In addition, you will need a good grasp of investment prioritization and planning, which means the management of two different types of portfolio life cycles for assets and projects. Both are important to be planned and managed but require very different investment approaches.
The tools and techniques for understanding business requirements with multiple strategic impacts, including how such requirements and constraints are formed internally and externally, are called requirements discovery and constrains analysis. Understanding and planning for technology capabilities of the current resources/environment and best practices is important to ensure the quality of the business requirements.
Compliance represents a mandatory conformance to specified rules framed by institutions such as businesses, governments, accredited standards bodies and industry groups. From a technology perspective, compliance is applicable to technology enabled business processes and the underlying technology itself. Regulations impact to the organization and the design/solution being deployed, including audits, certifications, licensing, and general industry regulation types. But it’s also about the ability to articulate the regulatory requirements that drive design elements.
You need to be able to structure your thinking and actions explicitly.
You need to be able to structure your thinking and actions explicitly. This is where architecture methodologies help. Frameworks on the other hand is a higher level of abstraction where a range of concepts, models, techniques, methodologies that can either be clarified and/or integrated.
Strategic and tactical use of architecture methods and tools includes but isn’t limited to business engineering, business process management, architecture frameworks and similar technology in relation to business capabilities and design.
Risk management is the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities.
IT architects need to be able to speak the languages of business, architecture and technology, and have skills in both business and technology to provide the connection between the business goals and IT use. That’s why you often find architects as mediators between IT and business, riding the imaginary elevator between the machine room and penthouse of a business, stopping wherever is needed to connect and communicate. This is called “The Architect Elevator”.
Andreas Gripfors is an enterprise architect at Enfo
Certified IT Architect with +20 years of experience from the IT industry, specialized in IT architecture and infrastructure with broad experience from multiple fortune 500 companies in different industrial verticals.