Gartner-2023年数字商业战略和计划入门（英）-2023

GartnerResearchDigital

BusinessStrategy

and

PlansPrimer

for

2023LucasKobat,AkshayJhawar2February2023Digital

Business

Strategy

and

Plans

Primer

for2023Published2February

2023-ID

G00782496-

12min

readBy

Analyst(s):Lucas

Kobat,Akshay

JhawarInitiatives:

DigitalBusiness

Strategy

andPlansOrganizationsstill

rank

growthas

their

top

priority,

but

recognizethereshapedglobal

trends

amidgeopolitical

turbulence

andeconomic

uncertainty.

Given

this

new

context,

enterprisearchitectureleaders

must

help

shapedigital

business

strategy

tobalance

resiliency

with

growth

demands.ScopeThis

initiative

covers

enterprise

architecture

(EA)

practicesthat

help

organizations

drivetargeted

businessoutcomesby

shapingdigitalstrategiesthat

realize

and

optimizebusinesscapabilities.Topicsin

this

initiative

include:■■■■■Evaluate

Disruptive

Threats

andOpportunities:

Assess

trendsand

buildscenariomodelsto

informfuture

businessstrategy.Align

Digital

Strategy

to

BusinessOutcomes:

Facilitate

business-outcome-drivenstrategic

planningby

businessleaders.Enable

Capability-BasedInvestment

Planning:

Guide

investmentdecisionswithbusinesscapability

modelsand

mapping.Create

Consumable

BusinessArchitecture

(BA)Guidance:

Offer

new

businessarchitecture

tacticsto

informbusinessdecisions.Facilitate

Business

and

OperatingModelChange:

Usearchitecture

modelingtosupporttransformative

digitalbusinesschanges.Gartn

er,

Inc.

|

G00782496Page

1

of

13ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.Some

contentmay

not

be

available

as

part

of

your

currentGartner

subscription.

Contactan

account

executive

if

you

wish

to

discussexpandingyour

accessto

Gartner

content.Gartn

er,

Inc.

|

G00782496Page

2of

13ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.AnalysisFigure

1:

Digital

Business

Strategy

andPlans

OverviewCountlessdisruptionsare

reshaping

our

world,upendingthe

way

we

live

and

work.CEOsrecognize

these

disruptionspresentendlessopportunitiesand

equal

numbersof

threats.The

2022Gartner

CEO

and

Senior

BusinessExecutive

Survey

revealsgrowth

is

still

top

ofmind

for

the

nexttwoyears,but

there

is

alsoevidence

of

disruptions,volatility

andshortagesimpactingbusinesses.

1

We

refer

to

this

combination

of

imperatives—

drivingbusinessgrowth

while

ensuring

organizationalresilience

—

as

resilientgrowth.Gartn

er,

Inc.

|

G00782496Page

3of

13ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.Organizations

need

the

ability

to

adapt

and

respond

to

disruption

at

speed.

However,formulatingresponses

that

balance

resilience

and

growth

can

be

difficult.First,key

decision

makersare

often

distributed

acrossthe

organization

and

many

of

themare

disengagedfrom

the

strategic

planning

process.

The

2022Gartner

Strategy

BusinessPartner

Planning

PerspectivesSurvey

shows

that

only

20%

of

businesspartnersare

highlyengagedin

strategic

planning.

Engagement

matters.Organizations

with

highly

engagedbusinesspartnersare

3.4

timesmore

likely

to

adapt

plans

fast

enough

to

respond

todisruption.

2Second,many

organizations

are

too

risk-averse.

Leaningtoward

resilience

tooheavily

canleadto

growth

stalls,which

significantly

erode

organizationalvalue.

3

Sixty-four

percentof

nonexecutive

boardsof

directorssurveyed

in

the

2023Gartner

Boardof

DirectorsSurvey

on

BusinessStrategy

in

anUncertain

World

recognize

this,and

plan

to

increaseorganizationalrisk

appetite

in

2023and

2024.

4

Experimenting

with

new

ways

of

workingis

one

way

boardsplan

to

take

more

calculatedrisks.A

clear

sign

of

this

is

businesstechnologistsbeing

granted

funds

to

make

sizable

digitalinvestmentsand

increasingtheir

role

in

innovation

efforts.

5The

majority

(89%)

of

nonexecutive

boarddirectorsagree

that

we

live

in

a

“postdigital”world,where

“digital”

is

no

longer

seen

as

a

separate

strategy,

but

rather

animplicit

part

ofallbusinessgrowth

strategies.

4

EA

is

well-positioned

to

help

shape

the

strategy,balancingthe

right

set

of

growth

and

resilience

investmentsand

seeking

to

doboth

wherepossible.In

2023,

chief

enterprise

architects(CEAs)

must

influence

and

guide

distributedbusinesspartnersin

planningeffortsand

enable

democratized

businesstechnologiststoachieve

businessand

operating

model

innovation.TopicsIn

2023,

CEAsmust

help

formulate

digitalstrategy

and

translate

it

intoroadmaps

thatempower

the

democratized

organization

to

find

innovative

meansto

balance

growth

andresilience.

This

requiresthem

to

evolve

their

remit,capabilities

and

relevantskill

setsinthree

areas:■Helping

corporate

strategy

teamsand

other

planningpartnersevaluate

andrecommend

responses

to

trends

that

willcause

disruption

to

anorganization’sindustry,economic

sectoror

geographical

location.Gartn

er,

Inc.

|

G00782496Page

4of

13ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.■■Supportingbusinessleadersand

productmanagers

in

undertakingbusinessarchitecture

activitiesthat

enable

informedinvestmentdecisions,resulting

inachievementof

businessoutcomesthat

help

realize

a

desired

future

state.Enablingbusinesstechnologists,alongwith

fusion

and

productteams,to

innovateand

scale

feasible

innovations

to

position

businessand

operating

modelsforsuccess

amiddisruption.Our

research

in

this

area

addressesthe

followingtopics:Evaluate

Disruptive

Threats

and

OpportunitiesVolatility,uncertainty,complexity

and

ambiguity

willcontinue

to

define

this

decade,andlikely

beyond.

Organizations

must

focusresources

to

assessand

help

develop

businessresponses

to

a

tapestry

of

trendsthat

consider

technological,political,economic,social,trustand

legal

concerns.Responsesshouldbe

supported

by

business-driven

innovationpilots

and

programsthat

create

rightsized

resilience

and

enable

opportunistic

growth.Questions

Your

Peers

Are

Asking■■■How

can

I

help

enterprise

leadersidentify

and

monitor

trendsthat

willimpact

ourorganization?How

can

I

evaluate

and

recommend

responses

to

enterprise

leadersconcerningpotential

disruptions

to

our

organization?How

can

I

workacrossmy

organization

to

extend

analysis

of

threatsandopportunitiesbeyonda

technology

lens?Recommended

ContentSome

recommended

content

may

not

be

available

as

part

of

your

current

Gartner

subscription.■■■The

Gartner

TrendspottingFramework:

DrivingOperations,Innovationand

Strategy3EATacticsforRespondingtoDigitalOpportunitiesandThreatsMaverick*Predicts2022:TheFutureAccordingtoGartner’s

UnconventionalThinking■■CaseStudy:HowEAEnhancesDigitalBusinessCompetitiveness(JohnsonMatthey)HypeCycleforEnterpriseArchitecture,2022Gartn

er,

Inc.

|

G00782496Page

5

of

13ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.Planned

Research■■■■■Predicts2024:

Enterprise

ArchitectureTapestry

of

trendsreportby

Gartner

FuturesLabSeriesof

technology

impact

mapsGuide

to

scenarioplanningHype

Cycle

for

Enterprise

Architecture,2023Align

Digital

Strategy

to

Business

OutcomesOrganizations

that

proactively

coordinate

stakeholdersto

adapt

and

prioritize

plans

arebetter

at

responding

to

disruption.However,

many

struggle

to

drive

engagementamongcritical

stakeholders.The

mainchallenge

cited

by

these

stakeholdersis

that

the

strategicplanning

process

is

not

relevantto

their

work.EA

as

a

discipline

is

well-positioned

in

apostdigital

world

to

help

alignstrategy

to

businessoutcomes,ensuring

relevance

ofplanningworkto

critical

stakeholders.This

ensuresEA

workis

business-alignedand

thatthe

EA

group

is

viewed

as

a

trusted

advisor.Questions

Your

Peers

Are

Asking■■■How

can

I

help

businessunit

leadersand

heads

of

functions

formulate

the

rightbusinessstrategy

to

achieve

desired

businessoutcomes?How

can

I

advise

businessunit

leadersand

heads

of

functions

in

determining

thefuture-state

vision

and

architecture

for

the

enterprise?How

can

I

help

IT

leadersensure

strategic

actions

and

corresponding

portfolios

arealignedto

targeted

businessoutcomes?Recommended

ContentSome

recommended

content

may

not

be

available

as

part

of

your

current

Gartner

subscription.■■■HowtoDesign

Strategic

Portfolios

UsingBusiness

ArchitectureHowEnterprise

Architects

Use

OKRs

toDeliver

Business

OutcomesTool:

Business

Architecture

Activities

andDeliverables

Close

the

Strategy-to-Execution

GapPresentation:NewWays

for

EA

toSupport

Business

Growth

Strategy■Gartn

er,

Inc.

|

G00782496Page

6

of

13ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.■Design

andBuildthe

NewDigitalFoundationsPlanned

Research■■■■A

plan

for

EA

as

aninternal

management

consultancyA

guide

pertainingto

future-state

architectureEA’s

role

in

the

three

planninghorizonsA

guide

for

howto

better

aligndigitalinvestmentsEnableCapability-Based

Investment

PlanningEA

groupsshouldhelp

shape

smarter

selection

of

enterprise

investmentsacrossagrowingnumber

of

complex

portfolios

of

products,services

and

capabilities.

They

mustalsoguide

investmentdecisionswith

portfolio-

and

capability-basedplanning,

based

onthe

foundations

of

businesscapability

modelsthat

link

key

capabilities

backto

strategicgoals.

Working

collaboratively,leadersresponsible

for

planningcan

ensure

roadmaps

ofcapability-basedinvestmentsreflect

enterprise

prioritieswhile

balancingresourcingconstraintsand

change

impacts.Questions

Your

Peers

Are

Asking■■■How

can

I

guide

investmentplanning

and

prioritization

to

effectively

translatestrategy

intoexecution?What

dogoodbusinesscapability

modelsand

maps

looklike,and

howdoI

buildthem

for

my

enterprise?How

can

I

guide

businessand

IT

productownersin

makingsounddigitalinvestmentdecisions?Recommended

ContentSome

recommended

content

may

not

be

available

as

part

of

your

current

Gartner

subscription.■■■8Best

Practices

for

CreatingHigh-Impact

Business

Capability

ModelsCaseStudy:InterconnectedBusinessCapabilityMapping(Medtronic)QuickAnswer:AnExecutiveViewoftheInnovationPortfolioGartn

er,

Inc.

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G00782496Page

7

of

13ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.TotalExperience

Transformation

Starts

With

Business

Architecture

—PresentationMaterials■■Role

of

Business

Architecture

in

DigitalBusiness:BenchmarkDataPlanned

Research■■■■■A

guide

on

roadmappingEA

activitiesfor

capability-basedplanningSerieson

businesscapability

modelsHow

businesscapabilities

and

technical

capabilities

connectEA’s

role

in

prioritization

of

initiativesCreate

Consumable

Business

Architecture

(BA)

GuidanceThe

volume

and

velocity

of

architecturally

significant

decisionshas

exploded

asorganizations

continue

to

adopt

distributed

operating

modelsand

empower

autonomousteamsand

businesstechnologists.Organizations

must

offer

consumable

and

minimallyviable

businessarchitecture

tacticsand

deliverablesto

informthese

decisions.Tacticsand

deliverablescan

range

from

journey

mapping

to

value

stream

mappingordevelopmentof

idea

canvases.Questions

Your

Peers

Are

Asking■■How

can

businessarchitecture

informstrategy,

planning

and

execution

decisions?What

other

businessarchitecture

tacticscan

be

used

to

betterengage

businessstakeholders(e.g.,

value

streams,journey

maps,canvases)?Recommended

ContentSome

recommended

content

may

not

be

available

as

part

of

your

current

Gartner

subscription.■■■Design

a

Better

DigitalBusiness

With

the

Business

Architecture

LandscapeEAUnlocksComposability5WaystoUpgradeYourBusinessArchitecturePractices■CoordinatingProductLineDecisions(CeruleanMoon*)Gartn

er,

Inc.

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G00782496Page

8

of

13ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.■Case

Study:

Business

Architecture

for

BridgingEnterprise

DataSilos

(TC

Energy)Planned

Research■■■■■Guide

to

modular

componentsof

businesscapabilitiesSerieson

common

use

cases

for

businesscapabilitiesEmerging

businessarchitecture

practicesDemocratized

businessarchitectureGuide

to

minimally

viable

architectureFacilitateBusiness

and

Operating

Model

ChangeGrowth

and

resilience-based

initiatives

both

introduce

—

and

necessitate

the

propermanagement

of

—

change.

Businessesmust

allocate

resources

to

architecture

modelingtechniquesthat

supporttransformative

changes

acrossthe

businessarchitecturelandscape.

Organizations

are

considering

rising

transformative

changes,includinghowtoderive

greater

value

from

ecosystem

partnershipsand

howto

bestposition

themselvesagainst

growingenvironmental,social

and

governance

(ESG)

concerns.These

changescan

impact

business,operating,financial

and

economic

models.Questions

Your

Peers

Are

Asking■How

can

I

help

design

and

facilitate

transformative

changes

to

our

businessandoperating

models?■How

can

I

facilitate

the

design

of,

or

changes

to,businessand

operating

modelstodrive

businesstransformation

and

optimization?Recommended

ContentSome

recommended

content

may

not

be

available

as

part

of

your

current

Gartner

subscription.Architectingfor

Business

Ecosystems

andBusiness-LedInnovation

—■PresentationMaterials■■QuickAnswer:

HowCan

Enterprise

Architecture

Support

Product

Management?QuickAnswer:

What

Are

the

Top3Mistakes

Business

Architects

ShouldAvoidinDigitalTransformation?Gartn

er,

Inc.

|

G00782496Page

9

of

13ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.Use

Value

Streams

toDesign

Service

andOperatingModels

andEnable

ApplicationComposability■■EA’s

Role

in

SupportingFusion

TeamsPlannedResearch■■■■■How

to

determine

the

capabilities

needed

for

ESGA

guide

to

EA’s

role

in

ESGHow

full-cycle

design

changes

the

operating

modelA

guide

to

identifyingthe

organization’snextbusinessmodelEA’s

role

in

managingtransformationSuggested

First

Steps■■■■■EvolveEnterpriseArchitectureIntoanInternalManagementConsultancyITScoreforEnterpriseArchitectureandTechnologyInnovationEnterpriseArchitectureActivityGuidebookLeadershipVisionfor2023:EnterpriseArchitecturePredicts2023:EnterpriseArchitectureChartsNewPathforPostdigitalEraEssential

Reading■■■13BestEnterpriseArchitecturePracticestoEnsureProgramSuccessDesign

a

Better

DigitalBusiness

With

the

Business

Architecture

LandscapeArchitectingfor

Business

Ecosystems

andBusiness-LedInnovation

—

PresentationMaterialsTool:

TotalExperience

ScopingGuide■■TheGartnerTrendspottingFramework:DrivingOperations,InnovationandStrategyGartn

er,

Inc.

|

G00782496Page

10

of

13ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.Tools

and

Toolkits■Toolkit:

Enterprise

Architecturein

a

Box2.0Tool:

Business

Architecture

Activities

andDeliverables

Close

the

Strategy-to-Execution

Gap■■■Toolkit:

Workshopfor

Constructingan

InitialBusiness

Capability

ModelToolkit:

Enterprise

Architecture

Value

andthe

I&T

OperatingModelOptimizingPatternsIgnition

Guide

toScanningandEvaluatingEmergingTechnologies■■IgnitionGuidetoBuildingaCustomerExperienceJourneyMap■■■IgnitionGuidetoCreatingaBusinessCapabilityModelIgnitionGuidetoConductingScenarioPlanningIgnitionGuidetoStrategicPlanningforITEvidence1

2022Gartner

CEO

andSenior

BusinessExecutive

Survey:

This

survey

was

conductedto

examine

CEOand

senior

businessexecutive

views

on

currentbusinessissues,as

wellas

some

areasof

technology

agenda

impact.

The

survey

was

conducted

from

July

2021through

December

2021,with

questionsabout

the

period

from

2021through

2023.

One-quarter

of

the

survey

sample

was

collected

in

July

and

August2021,and

three-quarterswas

collected

in

October

through

December

2021.

In

total,410actively

employedCEOs,and

other

senior

executive

businessleadersqualifiedand

participated.The

research

wascollected

via

382online

surveys

and

28telephone

interviews.The

sample

mixby

role

wasCEOs(n

=

253);

CFOs(n

=

88);

COOsor

other

C-level

executives(n

=

19);

and

chairs,presidentsor

boarddirectors

(n

=

50).

The

sample

mixby

location

was

North

America

(n

=176),

Europe

(n

=

97),

Asia/Pacific

(n

=

86),

Latin

America

(n

=

40),

the

Middle

East

(n

=

4)and

SouthAfrica

(n

=

7).

The

sample

mixby

size

was

$50million

to

less

than

$250million

(n

=

58),

$250million

to

less

than

$1billion

(n

=

81),

$1billion

to

less

than

$10billion

(n

=

212)

and

$10billion

or

more

(n

=

59).

Disclaimer:

Resultsof

this

survey

donotrepresentglobalfindings

or

the

marketas

a

whole,butreflect

the

sentimentsof

therespondentsand

companies

surveyed.Gartn

er,

Inc.

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13ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.2

2022Gartner

Strategy

BusinessPartner

PlanningPerspectivesSurvey:

This

surveywas

conducted

online

in

March

2022among96business/function

leaders.The

surveywas

developed

collaboratively

by

a

team

of

Gartner

analysts

and

was

reviewed,testedandadministeredbyourquantitativeanalyticsanddatascienceteam.3

OvercomingStallPoints.42023Gartner

Board

Of

Directors

SurveyonBusiness

Strategy

in

an

UncertainWorld:This

survey

was

conducted

to

understandthe

new

approachesadoptedby

nonexecutiveboards

of

directors(BoDs)

to

drive

growth

in

a

rapidly

changingbusinessenvironment.The

survey

alsosought

to

understandthe

BoDs’

focus

on

investmentsin

digitalacceleration;

sustainability;

and

diversity,equity

and

inclusion.The

survey

was

conductedonline

from

June

through

July

2022among281respondentsfrom

North

America,LatinAmerica,Europe

and

Asia/Pacific.

Respondentscame

from

allindustries,exceptgovernments,nonprofits,charitiesand

NGOs,and

from

organizations

with

$50million

ormore

in

annualrevenue.Respondentswere

required

to

be

a

boarddirector

or

a

member

ofa

corporate

boardof

directors.

If

respondentsserved

on

multiple

boards,they

answeredfor

the

largestcompany,defined

by

itsannualrevenue,for

which

they

are

a

boardmember.

Disclaimer:

The

resultsof

this

survey

donot

representglobalfindings

or

themarketas

a

whole,but

reflect

the

sentimentsof

the

respondentsand

companies

surveyed.5

2022Gartner

DistributedTechnology

InnovationManagement

Survey:

This

study

wasconducted

to

addresshowbest

to

manage

technology

innovation

and

the

differentactivitiesinvolvedin

a

distributed

innovation

management.The

research

was

conductedvia

online

samplingduringMarch

2022among100respondentsfrom

acrossallindustriesand

company

sizeswithin

the

United

States,United

Kingdom,Canada,

andAustralia.Respondentswere

screened

to

be

director

level

or

above,with

responsibilitiesrelated

to

leadingeffortsto

exploring,developing,and/or

managingeffortsto

implementor

scale

innovative

technology

productsand

services.Disclaimer:

Resultsof

this

study

donot

representglobalfindings

or

the

marketas

a

whole

but

reflect

sentimentof

therespondentsand

companies

surveyed.Gartn

er,

Inc.

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13ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.Related

PrioritiesInitiative

NameDescriptionDigital

Business

Change

InitiativesThis

initiative

covers

enterprise

architecture(EA)

practices

and

deliverables

that

guidethe

implementation

of

digital

businesschange

through

digital

platforms

andfoundations.Enterprise

Architecture

FunctionThis

initiative

covers

how

to

start

or

renewthe

enterprise

architecture

(EA)

function

bycrafting

an

EA

value

proposition,

strategyand

operating

model

that

supports

bothgrowth

and

resilience.©

2023

Gartner,

Inc.

and/or

its

affiliates.

All

rights

reserved.Gartner

is

aregistered

trademark

ofGartner,

Inc.

and

its

affiliates.

This

publicationmay

not

be

reproduced

or

distributed

in

any

formwithout

Gartner's

prior

written

permission.It

consists

of

the

opinions

of

Gartner's

researchorganization,

which

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