Running initiatives

Your value-driven business architecture should be used to monitor, coordinate, and re-evaluate running initiatives. At the same time, your architecture should be further detailed, as it guides implementation decisions. Our routines and methods support an agile work approach for managers and architects.

How we can help

We help you with routines and methods to establish effective processes for evaluating ideas and initiating change using architecture.
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  • Architecture and processes will govern development and change (for you). You just supervise and handle deviations.
  • Business change will be more and more streamlined – just like daily operations
  • Keep traceability from idea to implemented change and measured effect
  • Each role can concentrate on its duties and responsibilities
  • Get to do architecture work together with development teams (not in your “ivory tower”)
  • Many architectural decisions will be better when postponed to development  – you make them apply across the enterprise
  • Involving development teams improves quality and increase your architectural capacity
  • Architecture gives clear scope and boundaries for projects and components – coordination is possible
  • Architecture makes future pictures which enhance the right amount of planning (not too much – not too little)
  • More project dependencies, but less risk, which means more value creation
  • Add known dependencies to “Big room meeting” (popular method in SAFe) and get a head start
  • Coordinated work between developers and architects
  • Systematic approach to handle local and global issues
  • Just enough plan and architecture (not to much or too little)
  • Architecture maximises room and authority for local design – that again will apply “globally”


Changes come frequently. A stream of change initiatives will transform the enterprise. This process must be managed using a value-driven business architecture. Leaders and managers will benefit.
We regard it as the most important tool for coordinating changes and systems development. The sequence can be derived from the information architecture. It is a must if your ambition is to
  • become an agile business
  • reduce cost, risk and time to market
Information is used to managed all of your business resources, like money, personnel, technology etc. It should be managed as a resource itself in the same manner as we manage other resources (how we plan, acquire, use etc). Information is abstract, and we need models to represent it. An information architecture holds these models and lets us manage information as a resource in a structured and controlled manner.
Change initiatives can span from small process improvements to large business development efforts. It can be a project, but not necessarily. So when we use the term “change initiative”, it is neutral for how work is organised.


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