Enterprise Architecture Strategy

Symbiotic Ephemeralization (SE)

Competitive advantages for the enterprise are often sought via cost cutting and the application of other management mechanisms at the human resource stratum (often referred to as "medium term strategic levers") with the results proudly masqueraded as productivity gains and strong competitive positioning by accomplished executives and reputable analysts alike.

The marketspace is a global environment and the marketplace will follow. This leads the enquiring mind to the conclusion that there will be a sustainable increase for the foreseeable future in the value of intellectual property. It is my view that the value of IP is exponentially proportional to the scale of its context but even if a far more simple linear relationship exists, it cannot be escaped that a unique value proposition is developing as a function of relationships in addition to the intrinsic value of the resources themselves.

Read more about this article by Author: Jan Jeltes, Enterprise Strategic ICT Architect http://www.ipresources.com

Using the Enterprise Architecture to Quantify the Benefits of Information Technology Projects

Many organizations today face the challenge of proving the financial impact of their information technology (IT) projects. Although it is relatively easy to calculate the life cycle cost of an IT project, quantifying the benefits across the enterprise can be difficult because many of the benefits, such as eliminating workarounds,
are intangible, or soft.
LMI has developed a method for quantifying the benefits, both hard and soft, of an IT project.

What is Strategy - by Michael E. Porter (819Kb)

Strategy is the creation of a unique and valuable position, involving a different set of activities.

Strategy requires you to make trade-offs in competing - to choose what not to do.

Strategy involves creating "fit" among company's activities.

'How to Recapture Lost Customers' Book Review (208Kb)

Most companies work hard to improvetheir customer acquisition and retention programs but do very little to recover customers who have defected. Also the average Enterprise loses 20 - 40 percent of its trade annually, the process is little recognized or understood.