Enterprise Architecture As Strategy: Creating a Foundation for Business Execution | 
 enlarge | Authors: Jeanne W. Ross, Peter Weill, David Robertson
Publisher: Harvard Business School Press
Category: Book
List Price: $38.00
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Avg. Customer Rating:  32 reviews
Sales Rank: 15220
Media: Hardcover
Number Of Items: 1
Pages: 234
Shipping Weight (lbs): 1.2
Dimensions (in): 9.2 x 6.2 x 1
ISBN: 1591398398
Dewey Decimal Number: 658.4038
EAN: 9781591398394
ASIN: 1591398398
Publication Date: August 8, 2006
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Product Description
Does it seem youve formulated a rock-solid strategy, yet your firm still cant get ahead? If so, construct a solid foundation for business executionan IT infrastructure and digitized business processes to automate your companys core capabilities. In Enterprise Architecture as Strategy: Creating a Foundation for Business Execution, authors Jeanne W. Ross, Peter Weill, and David C. Robertson show you how. The key? Make tough decisions about which processes you must execute well, then implement the IT systems needed to digitize those processes. Citing numerous companies worldwide, the authors show how constructing the right enterprise architecture enhances profitability and time to market, improves strategy execution, and even lowers IT costs. Though clear, engaging explanation, they demonstrate how to define your operating modelyour vision of how your firm will survive and growand implement it through your enterprise architecture. Their counterintuitive but vital message: when it comes to executing your strategy, your enterprise architecture may matter far more than your strategy itself.
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| Customer Reviews: Read 27 more reviews...
 Business Driven IT Strategy December 30, 2008
1 out of 1 found this review helpful
How can a company capture the greatest value from its finite IT budget (and avoid wasted expenditures from vision-lacking, low-value IT)? This is the question that is addressed by Enterprise Architecture as Strategy. Ross, Weill and Robertson have developed an effective method of IT strategy. At its foundation, it examines the business to identify the fundamental precepts of how the business operates. Through the discovery of the business's operating model, inherent implications are unveiled that predispose optimal architecture strategies. The authors' use of case studies is concise and illustrates their realistic approach. I would highly recommend this book to executives and staff that participate in IT strategy, enterprise IT budgeting, or program planning.
 Excellent combination of field studies and theory. December 21, 2008
This book consists of both excellent field study and theory on Enterprise Architecture in work.
Enterprise Architecture has been round for many years, and some says it has been studied enough and there is not much to learn more. However, Enterprise Architecture is not declaring the reference IT or Business Architecture but it is to clarify a set of framework to diagnose and analyze the enterprise business architecture, IT architecture and how to execute the continuous change that will is to achieve continuous success.
This book helps to learn the attitude to establish the Enterprise Architecture, and could be used as a common reference book of terminologies that could often be lost amongst people with different roles and responsibilities with different background.
Good book, great service December 7, 2008
I bought this book out of necessity. It's ok. The seller is a great seller and I would definitely buy from them again.
Enterprise architecture insights from more than 200 companies November 7, 2008
In much the same way that the classic "The Mythical Man Month" by Frederick P. Brooks (see my review) has repeatedly been sighted across two decades by numerous publications, this work by Ross, Weill, and Robertson has been referenced so many times in industry periodicals over the last couple years that it needs to be read at least once by everyone in the business world involved in this space. A cursory review of the texts currently available on enterprise architecture shows quite simply that this subject is still rather new. And experience has shown that the topic of enterprise architecture itself can at times cause confusion, misunderstanding, and even divisiveness within a firm, with reasons ranging from difficulty of definition to business or IT politics. The authors of this book tackle the subject well, and provide many examples throughout the discussion. In fact, the quantity of text associated with examples far outweighs the overall discussion in a majority of the chapters. Given that the reader audience here is primarily the executive, and especially executives who are unfamiliar with enterprise architecture, it makes sense that this is the case, but for readers who are already rather familiar with enterprise architecture strategy the heavy weight toward examples can be a bit much. Unlike some of the other books available on this subject, the tables and figures dispersed throughout are presented very simply so that anyone following the text can grasp their meaning, although occasionally these are reminiscent of what one might find in Computerworld magazine (especially those involving surveys of CIOs, where the survey sample is very low, leading one to wonder whether the implications drawn truly reflect the industry). According to the authors, this book is "a call to action for those companies that have not yet started on this journey [building a foundation for execution] and a handbook for those who are in the midst of building their foundation", and the following main steps are discussed: defining an operating model, designing and implementing an enterprise architecture, and adopting an IT engagement model. The discussion of the first step is a strong area of the book, in which diversification, coordination, replication, and unification are presented to help the reader decide in which quadrant their company or business unit belongs. According to the authors, assessing one's business in this manner is important since these operating models position companies for different types of growth. In the mind of this reviewer, another strength of this book is a discussion on the stages of enterprise architecture maturity: business silos, standardized technology, optimized core, and business modularity. While the engagement model and level of enterprise architecture maturity can and should evolve in many cases to achieve corporate success, the authors stress that stages should not be skipped due to the high risk involved with such a strategy. The third strength of this book is the discussion on benefits of enterprise architecture. Successful implementation of each stage of an enterprise architecture, the authors demonstrate, generates new or expanded technology and business benefits: reduced IT costs, increased IT responsiveness, improved risk management, increased management satisfaction, and enhanced strategic business outcomes. One of the best quotes included in "Enterprise Architecture as Strategy" is the following, by Doreen Wright, the first corporate CIO of Campbell Soup Co.: "Looking at the IT function is like having the company look at itself in the mirror: Whatever's wrong with the company will show up in the IT function." Another, by Albert Einstein, might already be familiar to you: "The significant problems we face cannot be solved by the same level of thinking that created them." One premise behind enterprise architecture is that business and IT need to work together, and the ability of this book to drive home this concept is what makes it required reading.
Very Pleased October 21, 2008
0 out of 1 found this review helpful
Was very please with the text book I bought. I will buy from seller again.
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