Gartner Insights Abstract

社内経営コンサルタントとしてのEAを実現する5つのステップ

Published: 20 February 2024

Summary

EAリーダーは、従来のEAに向けた取り組みを進化させ、社内経営コンサルタントとしての役割を担うことによって、EAの可能性を拡大できる。EAリーダーがステークホルダーに注目し、そのニーズを満たすサービスを提供することで、特化型のEAプラクティスが実現する。

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要約

主要な所見
  • 企業は、経済的な逆風、ビジネス部門を巻き込むデジタルの民主化、最近のAIへの注目の高まりによる圧力を受け、急速に変化している。

  • こうした変化が新たな企業のモデルやITオペレーティング・モデルを生み出しているため、エンタプライズ・アーキテクチャ (EA) プラクティスをこうした変化に合わせて適応させ、EAの有効性を維持しなくてはならない。

  • ビジネス成果主導型のEAを土台として、EAリーダーは社内経営コンサルタントとしての役割を担うよう進化しており、こうした転換は加速している。

推奨事項

EAとテクノロジ・イノベーションのリーダーは、以下を行う。

  • 企業が直面する課題の解決にEAがどのように役立つか、その役割と価値ステークホルダーに説明する。

  • EAプラクティスにおける「顧客」(ステークホルダー) をより重視し、そうしたニーズに合わせたサービスを提供する

  • いくつかのコンピテンシを備えた人材プールを構築し、適切な人材を組み合わせてサービスを提供することで、EAの有効性を高める。

  • EAプラクティスの最も有用な構成要素を特定し、そうした要素を導入するための行動計画を策定して、適切なアーキテクチャ・フレームワークを設計する。

  • 企業およびステークホルダーのニーズとEAプラクティスの整合性を維持することで、EAへの取り組みを継続的に進化させ、改善する。

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Analysts:

Masaki Suzuki

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