An important factor that influences how to implement an operating model is the level of maturity of the organization. The stages of maturity that have been identified in the textbook are:
•Business Silos Architecture - At this level of maturity, an organization is focused at the component level. The core activities or objectives are designed to support the one component without consideration of what the other components of the organization might be doing.
•Standardized Technology Architecture - At this stage of maturity, the organization is moving toward integration by consolidating the technology purchases at the enterprise level. For example, the organization may require all of the component businesses to purchase Windows and Cisco technology as the platform they use to support their work.
•Optimized Core Architecture - At this stage of maturity, the organization has begun to expand the commonality between their component businesses by integrating not only the technology that support them, but also the applications and data that are needed to run these businesses. For example, rather than having each component business do its own purchasing or create its own payroll, these activities are conducted using a common application and a central database.
•Business Modularity Architecture - This stage of maturity is difficult to achieve, and few organizations have managed to fully achieve it. This is the most mature stage. At this stage, an organization has become so standardized, and their components so integrated, that it is possible to add a new component (purchasing a new hospital, for example) and very quickly implement the technologies and processes that are used to manage the existing business components.
•Dynamic Venturing - This particular operating model is still, for the most part, conceptual in nature. The textbook does not cover dynamic venturing until far into the book. To reach this level of maturity, an organization must have achieved all of the objectives of the foundation for execution and the operating model. At this stage, it would be possible to grow the organization rapidly; acquiring or merging with existing businesses and dropping highly integrated and standardized technology, procedures, and processes into place, without effort or loss of productivity. The textbook describes some organizations that are theoretically reaching towards this stage of maturity.
This week, you are asked to consider the business that you have selected for your project and evaluate its stage of maturity. You will also be asked to support your choice by providing insight into why you think this is the level of maturity that exists for the organization.
Use the information provided in your sample organization (or, if you are using the project option, comparable information from the organization you chose) to examine and identify its current level of maturity. Write a short paper in which you do the following:
•Describe the current level of architecture maturity for the selected organization.
•Explain a set of recommendations for achieving greater maturity that addresses IT capabilities.
•Explain a set of recommendations for achieving greater maturity that addresses business objectives.
•Explains a set of recommendations for achieving greater maturity that addresses funding priorities.
•Explain a set of recommendations for achieving greater maturity that addresses key management capabilities.
•Explain a set of recommendations for achieving greater maturity that addresses responsibilities for defining applications.
•Explain a set of recommendations for achieving greater maturity that addresses IT governance issues.
•Explain your rationale for the stated recommendations.
•Follow APA style and formatting guidelines for references and citations, and create a document that is clearly written and free of grammatical " "