The Contemporary Business Environment Is Complex And Relatively

Organisations today find themselves operating in an environment that is changing rapidly. The process of analysing the implications of these changes and modifying the way that the organisation reacts to them is known as business strategy.

environment are able to become main forces for transform in the competitive environment. (Henry, 2011)

The business environment, every internal or external influence that affects a business, can change at any time with new innovations or trends in products, services, or technologies, efficiency of employees, customers’ preferences, management, supply, demand, and business regulations. Thus, it leads to the conception of a business phenomenon because it is a fact, situation, occurrence, circumstance, or sensation that impacts businesses or industries significantly. It is highly crucial that prospective or current business professionals, entrepreneurs, or leaders keep up with these business phenomena in order to be able to compete with their competitors, to add more value, or efficiency to their operations management (O.M).

It fascinates me how businesses operate in frequently changing environments. Particularly, the way employees are managed in order to maintain a flowing business structure whilst achieving business aims and objectives and by using calculated risks to overcome challenges. Thus leading to the progression and success of a business.

The design of an organization is a “formal, guided process for integrating the people, information, and technology of an organization” (Glickman et al., 2007). A good organizational design increases the likelihood that an organization will succeed; that its’ values will be realized and its mission will be attained. An organization begins with a strategy or a purpose, is followed by its philosophy or values, then identifies the mission and finally evaluates the environment and its’ strengths, weaknesses, opportunities, and threats to the organization (Kelly & Crawford, 2008).

Businesses continually adapt to a changing environment to maintain their market position (Appelbaum, Habashy, Malo, & Shafiq, 2012; Biedenbacha & Soumlderholma, 2008). Change is inevitable considering the current rate of technological advancement and the growth in global competition (Appelbaum et al., 2012; Armenakis & Harris, 2009; By, 2007). Increasing competition and the need for strategic flexibility and globalization is affecting almost every organization today, regardless of size, market, focus, and so on (Jaros, 2010).

At some point it becomes necessary for an organization to undergo changes. If embracing change is truly one of the organizations core beliefs than efforts should be taken to make the necessary transition. A strategic planning structure allows the organization to stay focused on plans, yet be flexible and adaptive and, therefore, able to deal with change effectively (Galbraith, et al., 2001, pg. 38).”

To consider what enterprise architecture means, it is important to understand its origin. All architecture within information technology can track its ancestry back to the lessons learned from building architecture. Enterprise Architecture is the description and visualization of the structure, a blueprint if you will, of a given area of contemplation, its elements and their collaborations and interrelations links vision, strategy and feasibility, focusing on usability durability and effectiveness. Architecture enables construction, defining principles, rules, standards and guidelines,

A business organization cannot survive in its industry if it does not keep an eye on what is happening in its internal and external business environment. The analysis of business sector or environment acquaints an organization with the issues, challenges, and external factors that have a direct or indirect impact on its business operations and profitability. On the basis of this analysis, the organization can formulate its future strategies and compete in the industry in a more effective and vigilant manner (Cadle, Paul & Turner 2010).

Brickley, J.A., & Smith, C.W., & Zimmerman, J.L. (2009). Managerial Economics and Organizational Architecture (5th ed.). New York, NY: The McGraw-Hill Companies, Inc.

Joseph, J., & Ocasio, W. (2012). Architecture, attention, and adaptation in the multibusiness firm: General electric from 1951 to 2001. Strategic Management Journal, 33(6), 633-660.

“Competition is not only the basis of protection to the consumer, but is the incentive to progress” – Herbert Hoover. The environments that today’s firms operate in are not static. The competitive environment they are operating in is constantly changing due to the entry or exit of competitors, changing technology and the demands of consumers. In order to maintain their market share and profitability, firms must continually assess and evaluate their competitive environment. Evaluating the various market forces firms’ face, and their effect on the competitive market ensures that an organization retains a proactive stance to the competitive environment. Instead of just accepting the status quo, organizations that actively examine and analyze their environment can then make choices and develop strategies that take advantage of the competitive situation or affect it to the firm’s benefit. This proactive stance to the market allows organizations to create value and position themselves for long term success. Firms that do not remain proactive and continually scan the competitive environment run the risk of being blindsided by innovation in the environment or significant changes undertaken by the competition.

A number of EA frameworks exist in the industry with the goal of addressing the basic challenge of assessing, aligning, and organizing business objectives with technical requirements and strategies. Examples include the Zachman Enterprise Framework, The Open Group Architecture Framework (TOGAF), OMB Federal Enterprise Architecture (FEA), and The Gartner Methodology (formerly the Meta Framework).

The business scenario method for understanding and defining the business requirements by properly addressing the architectural methods.

In today's world, no business operates in isolation without interacting with the environment where it operates. Irrespective of the nature of business whether public or private organization; manufacturing; service industry; local or international firm, its operations are inhibited by the environment in which it operates.