When we translate strategic objectives into architecture, we blend assets such as people and technology that will work and interact in certain ways to deliver customer value and eventually financial outcomes. This path (Strategy Maps slightly modified) from assets to processes to customer value to financials seems obvious. However, only the last three are measured and therefore known. Financials are seen in the public domain in the case of public companies. Customer value is seen in news reports, articles, and in customer complaints and feedback. Process performance may be seen within the organization and in customer complaints and feedback. The contribution of assets is often not known.
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Source: IT Strategy