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Enterprises have continually integrated information technology (IT) systems to streamline their processes towards goal attainment (Bernard 22). Axiomatically, corporates have adopted enterprise architecture (EA) to provide a blueprint that guides operations to attain productivity (Anupindi and Coady 59).
In this paper, the key components at American Express would be analyzed to evaluate its compatibility with the strategic plans before advising the company’s CIO on the preparation and planning of the future payments.
Key Architecture Components at American Express
The adoption of the mobile payment systems at American Express was based on crucial components that were compatible with the business operations.
The enterprise architecture was based on a common language that facilitates sound leadership at the organization to deliver quality mobile payment products and services. Therefore, the IT-based framework reflects the leadership efficiency at American Express to enhance the coordination of operations.
The developed EA is characterized by a feature that accommodates new channels for delivery based on IT advancements. Enterprise architects should consider streamlining business operations by adopting channels that deliver the products and services efficiently (Bieberstein 145).
Besides, the mobile payment platform is composed of a system that shortens the time-to-market element of the payment products and services offered by American Express. It is necessary for the EA system to factor the timeframe aspect to realize the set objectives and goals according to plan (Hausman 124).
The EA at American Express was based on road maps that constitute initiatives for various business processes. An EA should be strategic to foster the realization of particular targets (Ross, Weill, and Robertson 35).
How the EA supports the American Express’ Goals and Strategies
The EA utilized at American Express is compatible with the strategies and goals in several ways. Firstly, the technology aspect is in line with the new business trends as mobile applications and software are used to streamline operations. Secondly, the EA is founded on a standardized language feature that supports both leadership formalities and customer service regarding the payment product and services.
Thirdly, the capabilities of the entity were reinforced due to the road maps provided by the EA components. This aspect implies that actions were directed towards particular ends collaboratively, which depicts commitment.
In conclusion, the EA integrates all the processes regarding payment product and services through the mobile application to boost the organization’s competitiveness. The integration is portrayed by the various EA components that fulfill the needs of the business and the clientele factor through the IT-based alignment (Bieberstein et al. 702)
Advice to American Express CIO
For the corporation to attain sustainability in the highly turbulent markets, the CIO should fortify the functionality of the EA according to the business and customer needs. My advice to the CIO would underscore the essence of integrating the social media platform with the EA system to reach emerging markets in the payment products and services industry.
Their online presence and accessibility via smartphones, tablets, and PCs would enhance the competitiveness of the corporation strategically.
Moreover, the architecture development should consider the unique needs of the users (Bieberstein et al. 704). Thus, the customization capabilities of the EA to fit the unique needs of both the leadership and customers are significant for efficient operations and improved customer experiences.
Moreover, my advice to the CIO would emphasize the essence of the EA’s evolution by considering a reference architecture that suits the actual needs of the business. The structure would include the language standardization compatibilities, time efficiency, and application lifecycle management by adopting the latest technological development to secure the organization’s sustainability.
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Anupindi, Nagesh, and Gerard Coady. Enterprise Architecture Turnaround, Bloomington: Trafford Publishing, 2011. Print.
Bernard, Scott. An Introduction to Enterprise Architecture, Bloomington: Author House, 2012. Print.
Bieberstein, Norbert, Angela Lynch, Sanjay Bose, and Lance Walker. “Impact of service-oriented architecture on enterprise systems, organizational structures, and individuals.” IBM Systems Journal 44.4 (2005): 691-708. Print.
Bieberstein, Norbert. Service-oriented architecture compass: business value, planning, and enterprise roadmap. New York: FT Press, 2006. Print.
Hausman, Kirk. Sustainable Enterprise Architecture, Boca Raton: CRC Press, 2012, Print.
Ross, Jeanne, Peter Weill, and David Robertson. Enterprise architecture as strategy: Creating a foundation for business execution, Boston: Harvard Business Press, 2006. Print.