Figure 1. Balancing Enterprise Fitness: the Challenge, Dilemma, and Solution. 9
Figure 2. The Strategic EA Dilemma. 12
Figure 3. Stages of Disruption. 32
Figure 4. Basic Enterprise Fitness Concepts and How They Are Related. 42
Figure 5. The Challenge: Fitness for Pervasive, Unrelenting, Disruptive Change. 49
Figure 6. Balancing Enterprise Fitness. 62
Figure 7. Dilemma Timeframe and Focus. 63
Figure 8. The Phases of the Adaptive Enterprise Cycle. 71
Figure 9. The Adaptive Enterprise Cycle, With Activities. 72
Figure 10. The Adaptive Enterprise Cycle, Partial Iteration Example. 76
Figure 11. The Strategic Enterprise Architecture Views and Methodology. 77
Figure 12. The High-Level Relationships Among Strategic Enterprise Architecture Views and Methodology. 79
Figure 13. Hierarchical Concept Map Example. 82
Figure 14. Essential Checklist Example. 83
Figure 15. The Systems-Thinking “Iceberg.” 84
Figure 16. Situation Complexity Analysis Example. 85
Figure 17. Scenarios With Strategic Signals Example. 86
Figure 18. The FUSERS System Qualities Framework of Capability Fitness. 87
Figure 19. Fitness Heat Map Example. 88
Figure 20. Graphic Summary of Adaptive Enterprise Cycle Key Tools and Methods. 89
Figure 21. Capability and Resource Viability Model. 96
Figure 22. Disruptive Versus Stable External Contexts: Fit Versus Gap. 101
Figure 23. The Strategic Enterprise Architect Role Combines Aspects of Strategist and Enterprise Architect Roles. 109
Figure 24. Strategic Enterprise Architect Role Contributions. 111
Figure 25. Systems Definer Responsibilities of the Strategic Enterprise Architect Including Verification and Validation. 113
Figure 26: The Six Strategic Enterprise Architecture Views. 122
Figure 27. A Concept Map of the Six Basic Concepts. 124
Figure 28. Concept Map Showing Key Relationship Among the Strategic Enterprise Architecture Views. 129
Figure 29. Example of How Changes Propagate Across All Six Strategic EA Views. 130
Figure 30. Defining Each of the Systems-thinking Iceberg Model Levels. 134
Figure 31. Culture-Related Questions Associated With Each Level of the Systems-Thinking Iceberg. 135
Figure 32. The Enterprise Essentials View, Highlighted in the Models and Methodology Diagram. 137
Figure 33. Enterprise Essentials Component Definitions. 138
Figure 34. The Enterprise Essentials View and Its Relationships With the Other Strategic EA Views. 140
Figure 35. Flowchart for Evaluating the Fit Between Strategic Context and Enterprise Essentials. 143
Figure 36. The Strategic Context View, Highlighted in the Views and Methodology Diagram. 147
Figure 37. Definitions of Conditions and Considerations in the Strategic Context View. 148
Figure 38. A More Detailed Strategic Context View. 150
Figure 39. Definitions of Key Concepts in the Strategic Context View. 154
Figure 40. The Most Detailed Picture of the Strategic Context View. 157
Figure 41. Definitions of Various Strategic Conditions Shown in the Concept View. 159
Figure 42. Definitions of Each of the Considerations Shown in the Concept Map. 160
Figure 43. Key Questions of the Considerations Shown in the Concept Map. 161
Figure 44. Definitions of Each of the Structures Shown in the Concept Map. 162
Figure 45. Key Questions for Each of the Structures Shown in the Concept Map. 163
Figure 46: Situation Complexity Analysis. 164
Figure 47. Range of Enterprise's Strategic Scope. 165
Figure 48. The Adaptive Enterprise Model (High Level). 166
Figure 49. The Multi-Layer Strategic Context Model. 169
Figure 50. Definitions of Rings in Multi-Layer Strategic Context Model. 170
Figure 51. The Strategic Context View and Its Relationships With the Other Strategic EA Views. 173
Figure 52. The Strategic Stakeholders View, Highlighted in the Models and Methodology Diagram. 178
Figure 53. Major Concepts of the Strategic Stakeholders View, With Key Definitions. 180
Figure 54. The Strategic Stakeholders View and Its Relationships With the Other Strategic EA Views. 184
Figure 55. Questions That Stakeholders Need to Consider About the Enterprise, Its Strategy and Overall Capability. 186
Figure 56. The Capability Architecture View, Highlighted in the Models and Methodology Diagram. 189
Figure 57. The Enterprise’s Capability Architecture Details. 190
Figure 58. Relationships Among Key Architectural Concepts. 199
Figure 59. The FUSERS Diagram of Capability Fitness. 201
Figure 60. The Enterprise’s Ecosystem. 204
Figure 61. The Adaptive Enterprise Model With Environment, Ecosystem, and Extended Enterprise. 206
Figure 62. The Sub-Architectures That Make Up the Overall Strategic Enterprise Architecture. 209
Figure 63. Six Scope Models for Strategic Enterprise Architecture. 211
Figure 64. The Capability Architecture View and Its Relationships With the Other Strategic EA Views. 218
Figure 65. The Strategic Fitness View, Highlighted in the Views and Methodology Diagram. 222
Figure 66. Strategic Fitness Concepts Defined. 223
Figure 67. More Detail on Strategic Fitness. 225
Figure 68. Detailed Concept Map for Strategic Fitness. 227
Figure 69. Flowchart of Scenario-Driven Strategic EA. 235
Figure 70. The Strategic Fitness View and Its Relationships With the Other Strategic EA Views. 237
Figure 71. Simple Example of a Fitness Heat Map. 249
Figure 72. The Strategic Initiatives View, Highlighted in the Views and Methodology Diagram. 252
Figure 73. Key Strategic Initiatives View Concept Definitions. 253
Figure 74. Definitions of Key Initiative Components. 255
Figure 75. The Strategic Initiatives View and Its Relationships With the Other Strategic EA Views 259
Figure 76. The Strategic Enterprise Architecture Views and Methodology. 264
Figure 77. The Adaptive Enterprise Cycle and its Relationship to Strategy. 266
Figure 78. Explaining the View Inputs to Each Adaptive Enterprise Cycle Phase. 269
Figure 79. Details of the Adaptive Enterprise Cycle Phases. 272
Figure 80. How Governance and Learning Impact Both the Fit and the Gap Analyses. 312
Figure 81: Hierarchical Concept Map Example. 325
Figure 82. Essential Checklist Example. 327
Figure 83. The Systems-thinking "Iceberg." 329
Figure 84. Top-Level Iceberg Questions From a Stakeholder Standpoint. 330
Figure 85. Questions About the Events Level in the Systems-Thinking Iceberg. 332
Figure 86. Questions About the Patterns Level in the Systems-Thinking Iceberg. 333
Figure 87. Questions About the (Causal) Structures Level in the Systems-Thinking Iceberg. 334
Figure 88. Questions About the Mental Models Level in the Systems-Thinking Iceberg. 335
Figure 89. Questions About the Worldview in the Systems-Thinking Iceberg. 337
Figure 90. Situation Complexity Analysis Example 339
Figure 91. Systems-Thinking Iceberg Levels Applied to the Simple Quadrant (1) in Cynefin. 341
Figure 92. Systems-Thinking Iceberg Levels Applied to the Complicated Quadrant (2) in Cynefin. 343
Figure 93. Systems-Thinking Iceberg Levels Applied to the Complex Quadrant (3) in Cynefin. 345
Figure 94. Systems-Thinking Iceberg Levels Applied to the Chaotic Quadrant (4) in Cynefin. 347
Figure 95. Situation Complexity Analysis and Decision-Making Summary. 349
Figure 96. Scenario Concepts Represented in a Hierarchical Concept Map. 351
Figure 97. The FUSERS System Quality Framework. 353
Figure 98. Fitness Heat Map Example. 356
Figure 99. When Someone Creates a Disruption. 377
Figure 100: Disruption From the Disruptor's Standpoint. 381
Figure 101. Some of the Disruptive Challenges Faced by Enterprises. 384
Figure 102. How an Enterprise Responds to Disruption by a Competitor. 389
Figure 103. Scenarios, Paths, and Strategic Signals That Indicate Potential Disruptions. 397
Figure 104. Partitioning the Problem Lowers Complexity and Uncertainty, Encouraging Increased Investment. 401
Figure 105. Elements of Scenario Analysis Highlighted in the Strategic Context View. 409
Figure 106. Goals-Means Hierarchy Example. 432
Figure 107. The FUSERS Model of Capability Fitness. 436
Figure 108. Sustainability: Showing the Avoidability and Manageability Dimensions. 443
Figure 109. Sustainability: Matrix of the Space Versus Time Dimensions. 445
Figure 110: Addressing Disruptions at Each Phase of the Adaptive Enterprise Cycle. 468
Figure 111. IT Disruption by iPhones. 471
Figure 112. Questions for a Reactive Response to a Disruption. 475
Figure 113. Questions for a Proactive Response to a Disruption. 477
Figure 114. Questions for a Proactive Approach to Cyberthreats. 481
Figure 115. Adaptive Enterprise Cycle Questions for EHR. 490
Figure 116. Factors Describing Strategic Stakeholders. 493
Figure 117. Scopes and Context for EHR Systems. 499
Figure 118. Analyzing EHR Components for Physician Burnout. 504
Figure 119. The Strategic Fitness View Identifies Misfits in the EHR System Capabilities. 509
Figure 120. Example Initiative Details for EHR. 511
Figure 121: COVID-19 Example: Recognizing and Avoiding Capability Shortfalls Using the FUSERS Model. 520
Figure 122. COVID-19 Example Using the Capability and Resource Viability Model. 524