"Digitization" and "Enterprise Architecture Management" - two terms that organizations and the media are often talking about at the moment. But what is really meant by these two terms? We will clarify their definitions and the link of these two concepts in our Blog Series "Digitization and Enterprise Architecture Management". In this post, we start with the definition of the two terms.

"Digitization" is one of the most debated challenges companies have to face nowadays. Looking into the definitions of the term, one encounters different opinions. The goal of digitization is the "change of business models by the improvement of business processes due to the use of information and communication technologies". [1]

Business processes and their IT support are also part of the enterprise architecture. An enterprise architecture describes the entire hardware, middle and software landscape of a company, the processes and the connection of the individual components. The IT landscapes of companies are now much more complex than they were 30 years ago. Today, companies provide an own personal computer and other devices such mobile phones to almost every employee.

Consumerization – employees carry their IT affinity into the company

Not only the technical possibilities have expanded but also the affinity of the employees to use them. Through the daily private use of IT, the employees also take this affinity into the company. "Consumerization" is the keyword. However, not only the application landscape is affected, employees sometimes even introduce new processes to companies by using new systems. Consumerization thus affects not only the IT, but also the process landscape of the enterprises and thereby the entire enterprise architecture.

In order not to leave the development of the enterprise architecture to itself, but to actively shape it, organizations introduce enterprise management management (EAM). This has three main objectives: to create transparency across the entire architecture and to uncover and implement integration and standardization potentials in order to exploit synergy effects, thus providing the company with the best IT support and the company a cost advantage.

[1] Deloitte & Touche GmbH (2013): Digitalisierung im Mittelstand, p. 8.
Autor: Melanie Huber