Enterprise Studio has a number of views that support strategy and business modeling within your ArchiMate® model. The views make use of the ArchiMate elements and relationships.
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Strategy views
SWOT analysis
The SWOT analysis view offers the possibility for organizations to evaluate their internal strengths and weaknesses (resources and capabilities that enable or hinder the design and implementation of strategies), as well as its external opportunities and threats (areas that enable or hinder organizational performance). This kind of analysis is important in order to understand what kinds of strategies an organization can pursue.
In the TOWS matrix mode of the SWOT analysis view, users can design strategies aimed at exploiting their organization's opportunities (O) and strengths (S), while neutralizing their threats (T) and improving their weaknesses (W).
SWOT analysis
PESTEL analysis
The PESTEL analysis view offers the possibility for organizations to monitor and analyze their macro-environment in order to identify potential opportunities and threats, based on several categories. The PESTEL analysis has several variations, based on the kinds of categories that are used to assess the environment: PEST analysis (2x2), PESTEL (3x2), and PESTELEDE (3x3).
PESTEL analysis
Porter's Five Forces
The Porter's Five Forces view offers the possibility for organizations to monitor and analyze their industry in order to determine the intensity of industry competition and its profitability. This is done by investigating the following five forces in their industry:
- Bargaining power of suppliers
- Bargaining power of customers
- Threat of new entrants
- Threat of substitutes
- Industry rivalry
Modeling a Porter's Five Forces
Porter's Five Forces analysis
Balanced Scorecard
The Balanced Scorecard view combines the functionality of two popular and interlinked strategy techniques: Strategy map and Balanced Scorecard. The Balanced Scorecard view offers the possibility for organizations to plan and manage their performance in terms of measures, targets, and initiatives that are defined for several strategic objectives, based on four perspectives: Financial, Customer, Internal process, and Learning & growth.
The Balanced Scorecard aspect of the view can be used to specify the measures, targets, and initiatives, which enable the planning and management of the performance of these strategic objectives defined in a Strategy map.
Balanced Scorecard
Scenario analysis view
The Scenario analysis view offers the possibility for organizations to define and analyze what kind of impact certain strategic themes/factors/drivers can have in the future, from the perspective of the possible scenarios associated with them.
One way the Scenario analysis view can be used is for the purpose of stress testing the business model of an organization, which can be defined with the help of the Business Model Canvas® view. Thus, the robustness of the organization's business model can be analyzed from the perspective of the possible scenarios related to certain themes. This analysis can help identify aspects of the organization's business model that will be impacted if a specific scenario occurs.
Organizations can use this information to plan certain changes in order to address this potential impact, either by taking advantage of new opportunities or mitigating the impact of threats.
Modeling a Scenario analysis view
Scenario analysis view
Strategy on a Page
The Strategy on a Page view can be used to support storytelling by offering the possibility to combine different types of information (strategic, tactical, operational) in a way that can be used to communicate with both technical and non-technical stakeholders.
The Strategy on a Page view makes use of three different types of blocks, which can be used to group and visualize the following information: textual block, graphical block, and view block.
Strategy on a Page
Business model views
Business Model Canvas
The Business Model Canvas view offers the possibility for organizations to design, assess and visualize their business model. In this view, the business model can be designed with the help of nine blocks.
A business model defined with the help of the Business Model Canvas view can also be analyzed from the perspective of its resilience to potential scenarios. This kind of analysis is typically called a business model stress test and can be performed with the help of the Scenario analysis view. The results of this analysis can also be visualized in the Business Model Canvas view.
Modeling a Business Model Canvas
Business Model Canvas
Customer journey map
Customer journey mapping is a method to visualize a process or service from the customer's perspective. A customer journey map is a useful way to represent the experience of an individual while interacting with an organization, service, or product, over time and across channels. It focuses on the customer interaction and helps you optimize this experience.
Modeling a Customer Journey Map
Customer Journey Map
Business outcome journey map
The Business outcome journey map is similar to the Customer journey map. It can help model the business outcomes of an organization in relation to the value streams that are realizing it, to the value propositions they can offer to their customers, and to the analysis of the capabilities, which are making all of this possible.
This kind of insight is important in order to ensure that the business outcomes of an organization are in line with the value they are offering to their customers. In case adjustments need to be made, the Business outcome journey map can help with identifying which capabilities need to be improved in order to provide a better value to customers.
Modeling a Business Outcome Journey Map
Business outcome journey map
Ecosystem view
The Ecosystem view offers the possibility for organizations to model and analyze the economic community in which they interact with other stakeholders, such as organizations, groups and individuals. These stakeholders can be categorized, based on how closely their interact with the organization, as being part of the Core business, Extended enterprise, or Business ecosystem.
The Ecosystem view can also be used to complement the organization centric Business Model Canvas view by abstracting from the details of how the value is realized within the organization. Instead, the Ecosystem view can help focus on the role of the organization as part of a larger group of entities that produce, deliver and trade value.
Ecosystem view
Additional information about strategy and business models
For additional information about the use of strategy and business model views, please refer to the following BiZZdesign blogs:
- Why Business Outcome Journey Maps are a useful technique for business architects
- 7 Key Strategy Views in Enterprise Studio (part 1)
- 7 Key Strategy Views in Enterprise Studio (part 2)
ArchiMate is a registered trademark of The Open Group.
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