IT departments often operate reactively, focusing on demand aggregation rather than proactively driving strategic value. This approach, combined with business areas directly engaging suppliers and bypassing IT, leads to "Shadow IT" and misaligned priorities.
The absence of formal project selection processes and limited focus on innovation opportunities further hinder IT’s role as a growth enabler, complicating systems architecture, supplier management, and overall governance.
Architecture building blocks
Business
Provides knowledge on business objectives, activities, and structure. Key artifacts include business objectives, services, actors, and components. The initial step is identifying process flows and system interactions to guide the creation of services and components.
Data
Aggregates knowledge about the information used by the enterprise, the information structure and relationships. Key artifacts in this area include Information Objects, Business Information Services and Information Logical Components.
Information Systems
Adds knowledge about types of information systems (packaged or customized) that can automate and support the processing of information used by the enterprise.
Technology
Adds knowledge about the types and structure of infrastructure components (“boxes and wires”) that support information systems and actors. Key artifacts include IT services and logical and physical IT components.
Security
Adds knowledge about the mitigation of known risks for the architecture implementation. The artifacts for this area are defined in the 4 previous areas that are extended to cover this aspect.
Governance
Adds knowledge about the management and quality of the architecture implementation. The artifacts for this area are defined in the first 4 areas and are extended to cover this aspect.
AT THE SERVICE OF BUSINESS AND VICE VERSA:
A STRUCTURED APPROACH
In many organizations, IT remains reactive, meeting demands rather than generating value. This approach often results in "shadow IT," fragmented systems, and limited governance as business areas bypass IT processes. Without formal prioritization of projects or proactive alignment with business objectives, IT struggles to act as a facilitator of innovation. Enhancing the strategic role of IT is essential to unlock its potential as a driver of growth and business innovation.
At Qintess, we believe that the most impactful journeys don't follow a straight line. They carve their own path, weaving through challenges to reach extraordinary destinations.
IT often operates reactively, aggregating demands instead of strategically guiding investments. Business areas bypass IT governance by hiring suppliers directly, creating "Shadow IT," while project approvals lack formal prioritization processes.
Without proactive alignment with business needs and innovation opportunities, IT struggles to drive growth, control systems architecture, or manage suppliers effectively. Addressing these gaps is critical to positioning IT as a true innovation partner.
Throughout our history, we have had the privilege of participating in the business transformation processes of hundreds of companies.
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