Transitioning to a Modular Enterprise Architecture: Drivers, Constraints, and Actions

Abstract

Best practice suggests that modular enterprise architectures, where interfaces among business processes and services are standardized, are a key IT capability for firms to achieve profitable growth. According to recent research by Ross, Weill and, Robertson, firms must progress through four stages to achieve this capability, but only a small percentage of firms have done so. This paper presents findings on the drivers, constraints, and actions taken by two companies that evolved to modular business architectures in response to competitive pressures from their business partners or customers. One company implemented an industry standard and the other developed custom partner interface processes (PIPs) to achieve business modularity. The lessons generated from these two case studies are expected to be of interest to a broad MISQE readership.

Keywords: Enterprise architecture, change management, process interface standards