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Corporate Boards and Outside Stakeholders as Determinants of

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Imagine the home you live in as an enterprise. Your home includes not only the housing structure itself, but also the property you own on which your house sits. This property can be thought of as the internal landscape. It is part of your environment—the part that is under your direct control for the most part. Between the internal and external landscape, there is a defined boundary that divides the property you own and the land owned by others. This dividing boundary might be easy to determine—for instance, when there is a physical boundary such as a fence surrounding your personal property.

Any relationships, dependencies, and tensions that exist across the elements must be considered. For this reason, we like to refer to the elements as entangled. This becomes evident in how differently they behave if you look at only one element in isolation, as opposed to considering multiple elements together. Take, for example, strategy. It is a key driver of the architecture of the process, organization, knowledge, and information elements. The information architecture, though, is not only driven by strategy, but also by process, 20 Chapter 2 organization, products, and services.

Scope and boundary decisions are necessary to make the transformation activity tractable for the architecting team. Identity of the Enterprise Every enterprise has its own unique identity, and having this identity has multiple dimensions. Whole Foods Market promotes health and caring for the environment and communities, and focuses on selling the highest-quality natural and organic products with local product and produce sourcing. Trader Joe’s dedicates itself to providing value to its customers through great food, a unique house brand, great prices, and neighborhood involvement.

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