企业的数字化转型实践中，笔者一直坚持的原则就是“先业务后IT”，也就是IT要对准业务，要做数字化转型，要有整体业务视角，也就是业务架构，架构就是数字化思维，只有业务架构先行，IT架构才能做到有的放矢。
业务架构与IT架构的关系，我们从下图可以窥见端倪：
71页PPT分享:企业架构及典型设计，下载请联系数字化转型网社群助手思思：17757154048（微信同号）
从最近经历的数字化项目，笔者感悟颇深，明显感受到传统企业对数字化的认知、转型路径与方法论的认知上与数字原生企业尚存在着较大的差距，这个正确认知的建立还有很长的路要走。拿业务架构来讲，上到企业高层、下到各级管理者，甚至数字化相关带头人，均未形成对业务架构的正确认知，更别谈业务架构在数字化转型中的决定性的引导作用，甚至直接跨过业务架构就着手开始设计应用架构。
通过寻根溯源我们可以发现，即便是从TOGAF框架理论算起，业务架构这个词也有20多年的历史了，但在业务与IT人员中，业务架构显然没有需求分析的概念明确。
笔者多年前就职的单位曾经实施了长达数年的、以企业级业务架构驱动的数字化转型项目，但是很多企业并没有这样的经历，因此，每当与业务人员、技术人员甚至管理层讨论至此，他们就会觉得业务架构有点虚，还不如直接梳理流程来得快，甚至流程都不做结构化地梳理，就直接设计IT系统，更别说企业级的需求管理了。究其原因，不外乎以下几点。 数字化转型网（www.szhzxw.cn）
一、数字化项目未上升到企业战略高度，还是业务部门的单打独斗、各自为战，单体竖井式开发与实施项目居多
很多传统企业高层管理者对数字化转型项目缺乏足够的认知，各业务线各级管理者也未达成有效共识，自然数字化转型项目也就无法上升为企业战略位置，再加上传统企业长期受单体竖井式实施模式影响，致使在此环境成长起来的业务骨干、管理人员和技术人员很容易受此羁绊，原有的单体式或竖井式开发依然是企业更常采用的项目构建方式，而这种方式基本上缺乏横向视角、全局视角，所以基本上不关注业务架构，通常的产品选型与分析、需求分析仅仅停留在某业务域内进行，即足以满足其开发需要。
二、企业级业务架构难设计、难维护；
业务架构，特别是大型企业这种错综复杂的业务架构，说起来容易做起来难。
业务架构对战略的分解、业务架构自身的整合与标准化，到IT架构设计及项目实施的过渡都存在不少陷阱，业务越复杂就越难以驾驭。因此即便是尝试过业务架构设计的企业，也有不少将业务架构设计保持在高阶状态，令人感觉有点不接地气。 数字化转型网（www.szhzxw.cn）
在实施期间，由于业务部门的话语权往往过于强势，会导致实施对业务架构的偏离，如果这种偏离没有及时得到纠正或架构调整，久而久之会造成业务架构的失真。
少数度过了业务架构落地困难期的企业，由于客观因素往往感受到维护架构的难度而心生放弃，而架构“熵增”更进一步降低了对业务架构的评价。
三、部门墙是企业级业务架构设计与落地的最大壁垒。
在企业内部，部门利益是部门需求的天然边界，即便要做企业级，各部门肯定也是首先说清楚自己的需求、维护自己的利益，再去考虑别人的需求，这种“种了别人家的田，荒了自家的地”是绝对不行的。
所以，各部门在参与到企业级业务架构论证时，都是首先要满足自身部门的业务诉求和利益。
在壁垒森严的大型企业，沟通效率通常较低，在企业级业务架构设计过程中，可能需要对业务组件之间的协同问题、业务边界问题进行频繁地沟通，项目经理、业务经理、技术经理这些角色甚至成为了职业开会人，如果会议效率难以保证，一个问题久拖不决，那么会天天泡在会议拉通对齐的状态中，这样会导致项目组担心工期延误会向业务部门妥协、话语权弱的部门向话语权强势的部门妥协，最终导致企业级架构方案发生变形。 数字化转型网（www.szhzxw.cn）
在出现无法解决的争议时，即便是上升到管理层进行仲裁，也往往因为管理层对企业级缺乏理解或站位角度问题，导致裁决会向更具有话语权的业务部门倾斜。所以，部门利益是做企业级业务架构设计的最大障碍。
四、结尾
业务架构从诞生之初就很清楚地定义了自己的使命：面向复杂系统构建。也就是说，业务架构的目的就是要降低复杂度，从而更好的规划和实现企业级管理系统。
前面多次提到“企业级”，这是因为企业级业务架构不同于一般基于局部业务诉求的需求分析或产品设计，业务架构的首要职责是拉通企业整体利益，树立全局视角，实现业务与技术的深度融合，让业务架构成为业务与技术的“通用语言”。 数字化转型网（www.szhzxw.cn）
从笔者长期的实践经验来看，企业级业务架构的设计与落地，影响了参加过业务架构设计的业务人员、技术人员，他们的逻辑思维能力、结构化能力、企业级观念和意识、数据思维、业务思维、技术思维，业务与技术融合思维，均发生了明显的改变与提升。所以，业务架构应当上升为企业战略高度，更多地面向业务人员、业务管理者及流程管理者，充当业务与技术之间的桥梁，部门与部门之间的桥梁。当然，业务人员、流程管理者、尤其是企业高层人员应该坚持业务架构理论知识的学习与实践，坚持使用业务架构方法做企业级需求管控，所谓“不谋全局者，不足谋一域”。唯有持续坚持业务架构的思想，才能站在企业全局的高度思考问题，给出更科学的解决方案，整个系统运行才能更加高效顺畅，同时也能杜绝“熵增”将已建好的架构秩序和IT系统回归到混沌状态。
翻译：
Why insist on putting business before IT?
In the practice of enterprise digital transformation, the principle that the author has always adhered to is “business before IT”, that is, IT should be aligned with the business, to do digital transformation, to have an overall business perspective, that is, business architecture, architecture is digital thinking, only business architecture first, IT architecture can be targeted. 数字化转型网（www.szhzxw.cn）
The relationship between business architecture and IT architecture can be seen in the following figure:
71 PPT share: Enterprise architecture and typical design, download please contact digital transformation network community assistant Sisi: 17757154048 (wechat same number)
From the recent digital project, the author has a deep understanding, and obviously feels that there is still a big gap between traditional enterprises and digital native enterprises in the cognition of digitalization, transformation path and methodology, and the establishment of this correct cognition still has a long way to go. Take business architecture as an example, the top management of enterprises, down to all levels of management, and even digital-related leaders have not formed a correct understanding of business architecture, not to mention the decisive guiding role of business architecture in digital transformation, and even directly across the business architecture to begin to design application architecture.
Through tracing the roots, we can find that even from the TOGAF framework theory, the term business architecture has more than 20 years of history, but in the business and IT personnel, business architecture is obviously not clear concept of requirements analysis.
The unit I worked for many years ago has implemented a multi-year, enterprise-level business architecture-driven digital transformation project, but many companies do not have such experience, so whenever they discuss this with business personnel, technical staff and even management, they will feel that the business architecture is a little bit empty, but it is better to directly comb the process faster. Even the process is not structured to sort out, directly design IT systems, let alone enterprise-level demand management. The reasons are as follows. 数字化转型网（www.szhzxw.cn）
First, the digital project has not risen to the strategic height of the enterprise, or the business department to fight alone, each fight, single shaft development and implementation projects are mostly
Many senior managers of traditional enterprises lack sufficient understanding of digital transformation projects, and managers at all levels of all business lines have not reached an effective consensus. Naturally, digital transformation projects cannot rise to the strategic position of enterprises. In addition, traditional enterprises have long been affected by the single silo implementation mode. As a result, the business backbone, managers and technicians who have grown up in this environment are easily hampered by this, and the original monomeric or siloed development is still the project construction method more commonly used by enterprises, which basically lacks a horizontal perspective and a global perspective, so basically does not pay attention to the business architecture. The usual product selection and analysis, demand analysis only stay in a business domain, that is, enough to meet its development needs. 数字化转型网（www.szhzxw.cn）
Second, enterprise business architecture is difficult to design and maintain;
Business architecture, especially the intricacies of a large enterprise, is easier said than done.
The breakdown of strategy by the business architecture, the integration and standardization of the business architecture itself, and the transition to IT architecture design and project implementation all have pitfalls, and the more complex the business, the more difficult it is to navigate. Therefore, even if the enterprise has tried business architecture design, there are many business architecture design to maintain a high-level state, which makes it feel a little out of touch.
During the implementation period, because the voice of the business department is often too strong, it will lead to the deviation of the implementation from the business architecture. If this deviation is not corrected in time or the architecture is adjusted, it will cause the distortion of the business architecture over time. 数字化转型网（www.szhzxw.cn）
A few enterprises that have passed the difficult period of business architecture landing often feel the difficulty of maintaining the architecture and give up due to objective factors, and the “entropy increase” of the architecture further reduces the evaluation of the business architecture.
Third, the department wall is the biggest barrier to the design and landing of enterprise business architecture.
Within the enterprise, the interests of the department is the natural boundary of the needs of the department, even if you want to do enterprise, each department must be the first to clarify their own needs, safeguard their own interests, and then consider the needs of others, this kind of “planting other people’s fields, waste their own land” is absolutely not.
Therefore, when participating in the demonstration of enterprise-level business architecture, each department must first meet the business demands and interests of its own department.
In large enterprises with strict barriers, communication efficiency is usually low. In the process of enterprise business architecture design, it may be necessary to frequently communicate the coordination issues and business boundary issues between business components. The roles of project managers, business managers and technical managers even become professional meeting personnel. Then it will bubble in the state of meeting alignment every day, which will cause the project team to worry about the delay of construction will compromise with the business department, and the department with weak discourse power will compromise with the department with strong discourse power, and eventually lead to the deformation of the enterprise architecture solution.
In the case of disputes that cannot be resolved, even if the arbitration is conducted by the management, it is often due to the lack of understanding of the management level or the perspective of the position, resulting in the award will be tilted to the business department with more voice. Therefore, department interests are the biggest obstacle to doing enterprise business architecture design.
Ending
Business architecture has clearly defined its mission from the beginning: to build complex systems. In other words, the purpose of business architecture is to reduce complexity, so as to better plan and implement enterprise-level management systems. 数字化转型网（www.szhzxw.cn）
“Enterprise-level” has been mentioned many times before, because enterprise-level business architecture is different from general demand analysis or product design based on local business demands, and the primary responsibility of business architecture is to pull through the overall interests of the enterprise, establish a global perspective, achieve the deep integration of business and technology, and make business architecture a “common language” of business and technology.
From the author’s long-term practical experience, the design and landing of enterprise-level business architecture has affected the business personnel and technical personnel who have participated in the design of business architecture, and their logical thinking ability, structural ability, enterprise-level concept and consciousness, data thinking, business thinking, technical thinking, and business and technology integration thinking have undergone significant changes and improvements. Therefore, business architecture should be elevated to the strategic level of the enterprise, more oriented to business people, business managers and process managers, acting as a bridge between business and technology, and a bridge between departments. Of course, business personnel, process managers, especially senior enterprise personnel should adhere to the study and practice of business architecture theoretical knowledge, adhere to the use of business architecture methods to do enterprise-level demand management and control, the so-called “do not seek the overall situation, not enough to seek a domain”. Only by adhering to the idea of business architecture can we stand in the high level of thinking about the problem of the enterprise as a whole, give a more scientific solution, the entire system can run more efficiently and smoothly, and at the same time, IT can prevent “entropy increase” and return the established architecture order and IT system to a chaotic state.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于数字神化；编辑/翻译：数字化转型网宁檬树。
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