This document discusses enterprise architecture from a non-IT perspective based on the author's experience as both an IT professional and business manager. It argues that an adaptive, guiding enterprise architecture model is needed for organizations to maintain speed and agility against competition. The architecture should reflect the inner workings of the enterprise at multiple levels, from core processes to governance and strategic processes. Value is provided through business, data, application, and technical architecture domains that link these enterprise elements and enable process optimization, data access, technology integration, and more. Governance requires board-level oversight and executive sponsorship to facilitate enterprise-wide adoption of the architecture.

1. Enterprise ArchitectureA non-IT World PerspectiveK V RameshMy experiences from both sides of the table(1981-96 as IT Professional; Then as Business Manager)

2. The PurposeCorporations worldwide need Speed & Agility to stay on top of competitionThis requires implementation-independent understanding of the inner workings of the enterpriseThe Enterprise Architecture is expected to be a living (adaptive) & guiding (improvement) model reflecting the enterprise-workings

3. The Case for ActionBlock-Mode1G GUIBrowser1G MobilePDA Blue ToothSmart PhoneRFID/IPv6Personal ConsoleTechnologyMass Market Acceptance has been faster than Business Acceptancecreating (extending) the gap in expectations on the level of serviceSpeed & Agility to enableVolume & Variety (growth drivers)GlobalizationIntegration of Culture/ Language/ Diversity/ Mobility on a Common Business & Technology PlatformExtended EnterpriseSeamless Integration/Access across enterprises with security and authorizationMADnessIncreasing need forConsolidation & Value Focus throughMergers/Acquisitions/Divestitures

4. The Enterprise ProcessesGovernance ProcessesFinancial & Non-financial disclosures…StrategicProcesses(Vision)Strategic Processes

5. Partnerships, Capital Structure,

6. M & A…GovernanceProcesses(Values)Management Processes

7. Finance, Human Resource, Budgeting…ArchitectureProcesses(Linkages)ManagementProcesses(resources)Enabling Processes

8. IT, Facilities, Security…CoreProcesses(Operations)EnablingProcesses(Platforms)Core Processes

9. R&D, Supply Chain, Marketing…

10. Architecture Processes

11. Modeling, Repository Management…Zooming the Core Processes (e.g.,)The Governance & Strategic processesdefine Corporate Responsibilities & DirectionThe Management & Enabling processesprovide Resources & PlatformStrategicProcesses(Vision)GovernanceProcesses(Values)OfferingManagementOfferingManagementSBUsOffering ManagementProduct/Service

12. Related Offerings

13. Globality

14. Packaging

15. Performance

16. …OfferingManagementArchitectureProcesses(Linkages)ManagementProcesses(resources)CustomersChannelsSuppliersManagementCustomersChannelsSuppliersManagementOfferingDeliveryOfferingDeliveryCustomersChannelsSuppliersManagementCoreProcesses(Operations)OfferingDeliveryOffering DeliveryInfrastructure

17. Supply Chain

18. Delivery Modality

19. Cycle Time

20. Support