Balancing Business and Technology-e-Business Architecture Insights

Balancing Business and Technology-e-Business Architecture Insights

How architectures are pivots between business-oriented design and technology-oriented design of e-business scenarios

Architecture is a pivot between the business-oriented and technology-oriented design of e-business in various ways. Within the BOAT framework, architecture provides a pivot that links various business aspects with the bottom technology and upper-level business. Each of the three elements should work effectively to achieve the intended objectives. However, it is essential to note that each component requires an internal architecture that supports the organization of the element’s push requirements and demand pulls. Additionally, architecture is needed for the BOAT framework to create an interface that links the business with the various organizational aspects (Mohammad Shafiee, 2021). Notably, the architecture ensures that the administrative aspects react collaboratively while linking the e-business and the organization within the BOAT framework. Architecture is also required in business to take charge and control various interactions in the ever-growing complexity of companies.

As part of the technology-oriented design in the e-business scenario, architecture is vital in supporting numerous growing technologies and systems under development. Architecture is required to support various complex aspects of technology, such as developing and deploying technology methodologies. To maintain the relationship between the technology and business sides, there is a need to create and define different structures that should operate in a way that maps or links both sides to each other. Further, e-Business is required to offer a service orientation based on their aspects. For that to occur, it is crucial to evaluate the service size and the support needed for the full development of products. Notably, all this is met by the architecture aspect of e-business, which has the required structure and includes necessary service orientation. The T aspect of the BOAT framework contains each service in an architecture map that connects to a software service.

Why it is important to choose points in time wisely when analyzing past and future developments

Choosing points in time wisely when evaluating past and future developments is crucial. When analyzing past developments and anticipating growth in the future while considering the technology deployed within an organization, it is vital to make sure that the correct points are interpreted and applied to points in the case study. As argued by Grefen, the key to both moments is stability (Engel et al., 2022). Thus, the points in time that should be analyzed in the past and future developments should be stable. Notably, selecting regular points in time ensures that clear and correct examples are provided regarding what should be expected when a steady-state operation is brought to concern instead of a changing and dynamically moving scenario. When the BOAT classification is considered, organizations need to identify differences between outcomes achieved in the past and future evaluations. Suppose there is a significant disparity between the differences. In that case, the selected points in time may not be subject to the original strategic objective for IT development.

It is worth noting that the BOAT framework is complex and cannot be undertaken simultaneously for each development, considering the prevailing circumstances. One should consider important terms like moments in time when considering future outcomes. Notably, a stable point in time will be regarded as a short-run goal for an organization. A near future can be considered one year, while a far future can be regarded as five to ten years. The three periods can offer an outlook regarding future developments and, thus, create a mechanism for moving e-business structures in an organizational vision.

Why business strategy provides the “umbrella” for a set of concrete business models

The business strategy informs various business models by providing an “Umbrella .” An umbrella is a simple tool individuals use to protect themselves against rain and thus remain comfortable and dry. Notably, the business strategy is referred to as an umbrella because it offers an organization service like those of an umbrella in reality when concrete business models are considered. The business strategy entails various networked scenarios in multiple business models and related e-business scenarios. Numerous e-businesses are involved in various organizational projects and scenarios through networking. The business strategy helps maintain a general goal for the organization, and e-business scenarios help spread the general goal. For instance, concrete business models can be based on the business mission and vision. The strategy will define the organization’s operational identity in such a case. Thus, the strategy guides the concrete business models’ long-term plans.

When operating with long timelines, such as five and ten years, creating a strong strategy or vision is imperative so that aspects like architecture, technology, and organizational change will have a common path that guides the involved individuals in performing the mission. According to Normalini et al. (2019), business models revolve while business strategy evolves, and the association between the two aspects should be controlled. For instance, the BOAT framework aspects are utilized in creating organizational strategy. Further, the framework’s T, A, and O aspects are used continuously in different business scenarios, allowing businesses to use the same resources while creating their business strategies. Therefore, it can be concluded that business strategy operates at the centre of every concrete business model and, thus, provides an “umbrella” for them.

Why a good e-business analyst or designer must always consciously balance between separation and integration of aspects

E-business analysts must always balance separating and integrating aspects to reduce tension. Understanding how tensions arise between the separation and integration of issues is crucial when building or assessing e-business scenarios. For better management, it should be noted that in e-business situations, separation refers to the division of numerous concerns depending on the various characteristics carried out by each concern (Isaas et al., 2019). Business analysts must also clearly and accurately separate different concerns to understand the complicated e-business domains. When concerns are divided, it is also simple to comprehend elements and functionalities in an e-business setting.

Additionally, the separation of concerns guarantees that design elements are assessed for potential future redesigns or, if necessary, deleted. Therefore, it may be inferred that separating issues improves the effectiveness of e-business solutions by making work more accessible, saving time, and reducing errors. However, tension constantly exists since specific issues call for integration while others necessitate separation, and thus, a balance between the two is crucial.

When assessing or creating e-business scenarios, “integration of aspects” refers to similar grouping concerns and treating them as a single component. It can be challenging to distinguish between issues that need to be integrated and those that need to be separated. As a result, some issues that ought to be separated may be combined, which can cause stress. In this context, tension alludes to dividing or integrating particular concerns. E-business scenarios will inevitably include tension; thus, analysts must strike a balance to deal with it. By carefully considering each aspect of the e-business scenario, the strain can be greatly eased. It is important to note that to achieve balance, there should be more division into the issues than integration.

References

Engel, R., Fernandez, P., Ruiz-Cortes, A., Megahed, A., & Ojeda-Perez, J. (2022). SLA-aware

Operational efficiency in AI-enabled service chains: challenges ahead. Information Systems and e-Business Management, 20(1), 199-221.

Isaías, P., Carvalho, L. C., Junior, N. C., & Cassundé, F. R. (2019). e-Business management assessment: framework proposal through case study analysis. Journal of Information, Communication and Ethics in Society. https://doi.org/10.1108/JICES-09-2019-0107

Mohammad Shafiee, M. (2021, February). Enterprise Resources Planning and New Leverages: Knowledge Management and E-business. In 1st International Conference on Management, Innovation and Entrepreneurship 16th and 17th February, Shiraz, Iran Enterprise Resources Planning and New Leverages: Knowledge Management and E-business.

Normalini, M. K., Ramayah, T., & Shabbir, M. S. (2019). Investigating the impact of security factors in E-business and internet banking usage intention among Malaysians. Industrial Engineering & Management Systems, 18(3), 501-510.

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Balancing Business and Technology-e-Business Architecture Insights

1. In approximately 250 words, explain how architectures are pivotal between business-oriented and technology-oriented design of e-business scenarios.
2. In approximately 250 words, explain why choosing points in time wisely when analyzing past and future developments is important.
3. In approximately 250 words, explain why business strategy provides the “umbrella” for concrete business models.
4. In approximately 250 words, explain why a good e-business analyst or designer must consciously balance separating and integrating aspects.