"A Trusted Resource for Organizations forming Business-Side Business Architecture Practices."

Chicago School Library of Endorsed Materials

The following items have been found to be in substantial compliance with the approach and principles of the Chicago School of Business Architecture and we believe can be relied upon as foundation documents for a university or corporate Business Architecture program. Many of these items are available free of charge through your library. We welcome suggestions for additions or improvements.

Editors: Paul Arthur Bodine and Santiago Cortez

Institute Documents

Speech by Paul Arthur Bodine kicking off the first Board of Directors meeting of the Chicago School of Business Architecture Institute 8-27-2013.

Materials Appropriate for a One-Course Program

Students are expected to have mastered the business analyst skillset including process modeling, and the management skillset taught in the core courses required by AACSB-accredited MBA programs including marketing, financial analysis, information systems, leadership, operations management, strategy and microeconomics.

Articles and Papers

Baum, Dan. “Battle Lessons: What the Generals Don’t Know.” The New Yorker January 17, 2005.

Birkinshaw, Julian, and Jules Godard. “What is Your Management Model?” MIT Sloan Management Review Vol. 50, No. 2 Product #SMR307 Winter 2009.

Bodine, Paul Arthur, and Jack Hilty. “Business Architecture: An Emerging Profession.” Chicago: Business Architects Association Institute April 2009.

Breen, Bill. “How EDS Got Its Groove Back.” Fast Company December 19, 2007.

Collins, Jim. “Good to Great.” Fast Company October 2001.

Collins, Jim. “How the Mighty Fall: A Primer on the Warning Signs.” Businessweek excerpt from the book, How the Mighty Fall and Why Some Companies Never Give In, May 14, 2009.

Cooper, Alan. “The Software Practitioner Triad.” Visual Studio Magazine September 2003.

Cottrill, Mike. “Changing the Game: How Philip Urban maximized the capabilities at Grange to push it beyond $1 billion.” Smart Business Columbus June 2009: 15-20.

Gabor, Andrea. “Seeing Your Company as a System.” Strategy + Business Issue 59, May 25, 2010.

Garvin, David A., and Lynne C. Levesque. “The Multiunit Enterprise.” Harvard Business Review June 2008: 106-117.

Howard, Robert. “The CEO as Organizational Architect: An Interview with Xerox’s Paul Allaire.” Harvard Business Review September-October 1992: 107-113.

Karakas, Fahri. “The Twenty-First Century Leader: Social Artist, Spiritual Visionary, and Cultural Innovator.” Global Business and Organizational Excellence DOI: 10.1002/joe.20143 March/April 2007: 44-50.

Magretta, Joan. “Why Business Models Matter.” Harvard Business Review Product #R0205F-PDF-ENG May 01, 2002.

McGirt, Ellen. “How Cisco’s CEO John Chambers is Turning the Tech Giant Socialist.” Fast Company November 25, 2008.

Neilson, Gary L., and Bruce A. Pasternack. “The Cat That Came Back.” Strategy + Business Resilience Report August 17, 2005.

Norton, David P. “Building Strategy Maps: Part One – Planning the Campaign.” Harvard Business School Publishing Product #B0011A-PDF-ENG November 15, 2000.

Norton, David P. “Building Strategy Maps: Part Four – Organizing to Create Value.” Harvard Business School Publishing Product #B0105A-PDF-ENG May 15, 2001.

Oberholzer-Gee, Felix, and Dennis A. Yao. “Game Theory and Business Strategy.” Harvard Business School Background Note 705-471, January 2005. (Revised March 2007.)

Santosus, Megan. “Simple, Yet Complex.” CIO Enterprise Section 2 April 15, 1998: 63-67. Available through your library.

Sarvary, Miklos, and Anita Elberse. “Market Segmentation, Target Market Selection, and Positioning.” Harvard Business School Publishing HBS No. 9-506-019 April 17, 2006.

Seybold, Patricia B. “Get Inside the Lives of your Customers.” Harvard Business Review May 2001: 81-89.

Shafer, Scott M., H. Jeff Smith, and Jane C. Linder. “The Power of Business Models.” Business Horizons: Kelley School of Business Volume 48, Issue 3, May–June 2005, Pages 199–207.

Webber, Alan M. “How Business is a Lot Like Life.” Fast Company 45 ed. April 2001: 130.

Wolfenden, Paul J., and David E. Welch. “Business Architecture: A Holistic Approach to Defining the Organization Necessary to Deliver a Strategy.” Knowledge and Process Management Volume 7, No 2, 2000: 97-106.

Textbooks

Hammer, Michael, and James Champy. Reengineering the Corporation: A Manifesto for Business Revolution. New York, NY: Harper Business, 1993.

Nadler, David, Michael Tushman, and Mark B. Nadler. Competing by Design: The Power of Organizational Architecture. New York: Oxford UP, 1997. (Commonly used as a textbook for the Business Architecture course.)

Supplemental Materials

Books

Bolman, Lee G., and Terrence E. Deal. Reframing Organizations: Artistry, Choice, and Leadership. San Francisco: Jossey-Bass, 1991.

Collins, James C. Good to Great: Why Some Companies Make the Leap–and Others Don’t. New York, NY: HarperBusiness, 2001.

Koppel, Tom. Powering the Future: The Ballard Fuel Cell and the Race to Change the World. Toronto: Wiley, 1999.

Morabito, Joseph, Ira Sack and Anilkumar Bhate. Organization Modeling:  Innovative Architectures for the 21st Century. Upper Saddle River, NJ: Prentice-Hall, 1999.

Peppers, Don, and Martha Rogers. Enterprise One to One: Tools for Competing in the Interactive Age. New York: Currency Doubleday, 1997.

Schein, Edgar H. Organizational Culture and Leadership. San Francisco: Jossey-Bass, 1985.

Seybold, Patricia B., and Ronni T. Marshak. Customers.com: How to Create a Profitable Business Strategy for the Internet and beyond. New York: Times Business, 1998.

Trout, Jack, Steve Rivkin, and Al Ries. The New Positioning: The Latest on the World’s #1 Business Strategy. New York: McGraw-Hill, 1996.

Wouk, Herman. Don’t Stop the Carnival. Garden City, NY: Doubleday, 1965.

Tools and Methodologies

Analysis

  • Balanced Scorecard
  • Cost/Benefit Analysis
  • Net Present Value
  • Porter’s Five Forces
  • Risk/Reward Analysis

Alignment Optimization

  • SchellingPoint – A game-changing tool that quantifies and visualizes alignment within a group to pinpoint the conversations necessary to assemble accurate, viable, and endorsed plans that sustain through execution.

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