Business architecture is the blueprint of the enterprise from a business view — capabilities, value streams, organisation and information — used to align initiatives with strategy, expose gaps and overlaps, and guide transformation. This hub is where I work the discipline: the frameworks, the core-four blueprints, a reading path, and interactive artifacts you can explore. It sits alongside my ERP/SAP delivery work, not instead of it.
A business architect builds and maintains models of the enterprise so leaders can see what the business does, how value flows, and where to invest — then connects those models to strategy and to the change portfolio. The discipline organises around four foundational blueprints (the BIZBOK “core-four”):
Stable, noun-based model of what the enterprise does — independent of process or org.
interactive →How value is delivered to a stakeholder, end to end, enabled by capabilities.
interactive →Business units, partners and their relationships — who does the work.
The business information concepts the enterprise runs on — a business view, not a data model.
The order the artifacts build on each other.
The Business Architecture Body of Knowledge (Business Architecture Guild) — defines the core blueprints and the techniques for capability, value, organisation and information.
An enterprise-architecture method; business architecture is Phase B of the Architecture Development Method, across the Business / Data / Application / Technology domains.
The Open Group’s modelling notation for enterprise architecture, layered into business, application and technology.
Business architecture is a natural step up from implementation: I’ve delivered the systems that run capabilities (ERP go-lives, SAP FI/CO), and this is the discipline that decides which capabilities matter and how they’re organised. I’m building this depth as I take on the analyst role — framed honestly as methodology and study on a foundation of real delivery, not a claim of years of business-architecture practice.