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

Chicago School Library Project

The Chicago School Library      

The goal of this project is to give universities and organizations the confidence to launch and grow their Business Architecture program by providing them with a library of trusted materials they can use to teach MBA students, train participants and inform their practice.

The more these materials are used, the more broadly Business Architecture will be diffused and the more consistently it will be defined. At the Chicago School, we are endeavoring to make access to our library free of charge, covering the costs through donations, removing a barrier to adoption.

This project is led by the Editorial Board.

Works chosen for inclusion meet the following tests:

TEST 1: Relevant: Is it germane to the education of a business architect?.

TEST 2: Universally Applicable: All content within a work must be universally applicable and true of any organization of any type (team, department, business unit, partnership, corporation, for profit, nonprofit, government, service, manufacturing), in any industry of any size in any stage of development in any country, and which could be stated without having to cite exceptions, which readers may forget, mistakenly taking the insight to be universally true in all instances.

TEST 3: Not in Conflict: Does the content contradict itself? (This conflict in principles is an important architectural concept. For instance, Feng Shui is a pseudo architecture in this way, filled with principles that can often find themselves in conflict with each other requiring the designer to be cautious in her/his work, while the designer is able to apply the principles of more highly developed architectures like classical, gothic and others without concern. This breach in reliability can also be seen when comparing the good sense of the almanac to the science of meteorology. )

TEST 4: Always Beneficial to the Organization: necessary to violate in order to be successful in a competitive market environment. no, “Do-as-I-say, not-as-I-do” only personal issues. the high benefit of managing within this architecture is that the same can be expected of all employees. universal health of the organization, adopted and used by every employee, always be good, – not true of the “ends justify the means” teachings of Robert Greene and Niccolò Machiavelli being more almanac than meteorology.

TEST 5: Moves Things Forward, Improves Them: Insights were discarded that, while true, don’t help to improve conditions or move projects/progress forward. With no force-and-effect, there would be no point in taking up valuable class time to teach them.

TEST 6: Not Automatic: Insights were discarded that any reasonable practitioner would naturally arrive at during the normal course of their work; there was little need and no time to teach this in a single-class Business Architecture program. This test tends to skew the learning toward debunking commonly-held corporate misconceptions, which is somewhat unsettling for MBA students who return to work the following day and have to blindly follow rules that were discredited the night before.

TEST 7: Concise: Time is very tight in MBA programs and concise works that get right to the heart of the learning must take precedence over more exhaustively presented material.

TEST 8: Not Unduly Redundant: Especially in topic areas where open debate thrives, we try to provide multiple works on a subject to not only help people who learn differently to understand, but also help illustrate the dimensions of the debate. That being said, we try to keep redundancy to a minimum so as not to overwhelm the users of the library.

TEST 9: Explains a Key Business Architecture Concept: We place this test at the bottom because people today are too quick to press for adoption politically after passing the first test, opening the door for incomplete or partially applicable concepts to enter, and often wreaking havoc when misapplied. This is especially important with Business Architects, who are most often brought in during critical situations in which the DNA of the organization itself is often being recombined — not a good time to be staking the organizations survival on a partial truth. Explains the concept and written with a level of academic rigor appropriate for MBA and Executive MBA programs.

NOT EXHAUSTIVE: This is not meant to be an exhaustive list of all qualifying Business Architecture materials, just a useful one. We welcome submissions which you feel meet these tests and either are a better example than one of those listed, or which address a dimension you feel should be included to a Business Architecture course or program.

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