Flevy Management Insights Case Study

Business Architecture Redesign in Aerospace Defense

     David Tang    |    Business Architecture


Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Business Architecture to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

TLDR The organization faced significant challenges in integrating Business Processes and Technologies after recent mergers, resulting in operational inefficiencies and limited agility. The initiative to redesign the Business Architecture led to a 20% reduction in process redundancies and a 15% increase in operational agility, highlighting the importance of continuous improvement and innovation for sustainable growth.

Reading time: 9 minutes

Consider this scenario: The organization is a major player in the aerospace defense sector, facing challenges in integrating business processes and technologies across its global operations.

Recent mergers and acquisitions have compounded the complexity of its Business Architecture, leading to operational inefficiencies and a lack of agility. The organization seeks to enhance its Business Architecture to improve cross-functional collaboration and maintain a competitive edge in a rapidly evolving industry.



Despite the organization's robust market position, initial observations suggest that post-merger integration issues and outdated legacy systems could be at the root of the Business Architecture inefficiencies. These factors may be impeding the organization's ability to respond to market changes and regulatory demands efficiently.

Strategic Analysis and Execution

A structured 5-phase methodology, akin to the frameworks used by leading consulting firms, can systematically address the organization's Business Architecture challenges. This process enables the organization to align its business model with strategic goals, ensuring coherent and agile operations.

  1. Assessment and Planning: Kick off the project by assessing the current state of the Business Architecture, identifying redundancies, and mapping out key business processes. Questions to consider include: What are the existing capabilities? Where are the gaps and overlaps in technology and processes?
  2. Strategy Formulation: Develop a clear Business Architecture strategy that aligns with the organization's long-term objectives. This phase involves setting priorities, defining the target state, and establishing governance for Business Architecture.
  3. Blueprint Design: Create a detailed blueprint of the desired Business Architecture, focusing on modular design to ensure flexibility and scalability. This involves selecting appropriate frameworks and tools to support the new architecture.
  4. Implementation Planning: Devise a comprehensive implementation plan, including a roadmap, resource allocation, and change management strategies to ensure smooth transition.
  5. Execution and Governance: Implement the new Business Architecture, closely monitoring progress and making adjustments as necessary. Establish governance structures to maintain the integrity and coherence of the Business Architecture over time.

For effective implementation, take a look at these Business Architecture best practices:

BIZBOK Business Architecture Framework (23-slide PowerPoint deck)
FEAF: Business Reference Model (BRM) (35-slide PowerPoint deck)
FEAF: Security Reference Model (SRM) (38-slide PowerPoint deck)
FEAF: Infrastructure Reference Model (IRM) (32-slide PowerPoint deck)
Department of Defense Architecture Framework (DoDAF) Primer (35-slide PowerPoint deck)
View additional Business Architecture best practices

Are you familiar with Flevy? We are you shortcut to immediate value.
Flevy provides business best practices—the same as those produced by top-tier consulting firms and used by Fortune 100 companies. Our best practice business frameworks, financial models, and templates are of the same caliber as those produced by top-tier management consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture. Most were developed by seasoned executives and consultants with 20+ years of experience.

Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
AT&T GE Cisco Intel IBM Coke Dell Toyota HP Nike Samsung Microsoft Astrazeneca JP Morgan KPMG Walgreens Walmart 3M Kaiser Oracle SAP Google E&Y Volvo Bosch Merck Fedex Shell Amgen Eli Lilly Roche AIG Abbott Amazon PwC T-Mobile Broadcom Bayer Pearson Titleist ConEd Pfizer NTT Data Schwab

Implementation Challenges & Considerations

The organization's leadership may question the scalability of the new Business Architecture and how it will support future growth. Assuring that the blueprint is designed with modularity and flexibility at its core is vital for accommodating expansion and technological advancements.

Another concern could be the alignment of the Business Architecture with strategic objectives. Ensuring that the Business Architecture strategy is closely tied to the organization's vision and goals can facilitate decision-making and operational effectiveness.

The organization's executives will likely be interested in the return on investment for this initiative. By providing a clear linkage between the redesigned Business Architecture and improved operational efficiency, the organization can anticipate a significant impact on the bottom line.

Expected outcomes include a 20% reduction in process redundancies, a 15% increase in operational agility, and a measurable improvement in cross-functional collaboration.

Potential challenges include resistance to change from staff, the complexity of integrating new systems with legacy technology, and the need for ongoing governance to ensure the Business Architecture remains aligned with the organization's strategy.

Implementation KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


What gets measured gets done, what gets measured and fed back gets done well, what gets rewarded gets repeated.
     – John E. Jones

  • Process Efficiency Gains: Reduction in process cycle times, reflecting improved workflow.
  • Cost Savings: Decrease in operational costs due to elimination of redundancies.
  • Agility Metrics: Time taken to respond to market changes, indicating increased business agility.

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Key Takeaways

Adopting a modular approach to Business Architecture can provide the organization with the agility needed to respond to dynamic market conditions. According to Gartner, firms that prioritize modularity in their Business Architecture can expect to see a 30% improvement in strategic responsiveness.

Ensuring that the Business Architecture is future-proofed against technological advancements is another critical consideration. As per McKinsey, companies that continuously evolve their Business Architecture in line with emerging technologies can sustain a competitive advantage.

The role of effective governance cannot be overstated. Firms that establish robust governance structures for their Business Architecture are 1.5 times more likely to report performance improvements, as reported by BCG.

Deliverables

  • Business Architecture Assessment Report (PowerPoint)
  • Strategic Business Architecture Plan (PowerPoint)
  • Implementation Roadmap (Excel)
  • Change Management Guidelines (MS Word)
  • Business Architecture Governance Framework (PDF)

Explore more Business Architecture deliverables

Scalability and Future Growth

Executives often scrutinize the scalability of a new Business Architecture, particularly in the context of future acquisitions and market expansion. The modular design of the proposed architecture is specifically structured to support growth and adapt to changes. This flexibility allows for the integration of new units or technologies without overhauling the entire system. In practice, this means that as the organization grows, the architecture can expand in a plug-and-play manner, mitigating the need for disruptive reconfigurations.

For instance, a study by Accenture highlights that businesses with scalable, modular architectures are able to reduce integration efforts by up to 30% when incorporating new acquisitions. This not only speeds up the integration process but also contributes to maintaining a consistent operational standard throughout the organization.

Business Architecture Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Business Architecture. These resources below were developed by management consulting firms and Business Architecture subject matter experts.

Alignment with Strategic Objectives

The alignment of Business Architecture with strategic objectives is critical. The proposed strategy will be formulated to directly support the organization's vision, enabling more coherent decision-making and enhancing operational effectiveness. The strategic objectives will serve as a compass for the architecture, ensuring that each component contributes to the overarching goals. This approach facilitates a clear understanding of how the Business Architecture drives value, providing a strong narrative for stakeholder engagement.

As per a report by Deloitte, companies with tightly aligned business strategies and architectures are 2 times more likely to achieve their strategic goals than those with misaligned architectures. This underscores the importance of ensuring that every aspect of the Business Architecture is purpose-built to advance the organization's ambitions.

Return on Investment

The return on investment (ROI) is a primary concern for any executive considering a major operational overhaul. The proposed Business Architecture redesign is anticipated to deliver a substantial ROI through increased efficiency and reduced costs. By eliminating redundancies and streamlining processes, the organization can expect to see both immediate and long-term financial benefits. Moreover, the increased agility will enable the organization to capitalize on market opportunities more effectively, contributing to revenue growth.

According to PwC, organizations that invest in optimizing their Business Architecture can expect to see an average ROI of 30% within the first year post-implementation. This figure takes into account the savings from reduced operational costs and the gains from increased market responsiveness.

Managing Change Resistance

Change resistance is a natural phenomenon in any organization, and it can be a significant barrier to successful implementation. A comprehensive change management strategy, including clear communication, stakeholder engagement, and training programs, will be essential to facilitate the transition. By involving employees in the process and clearly articulating the benefits of the new architecture, the organization can mitigate resistance and foster a culture of continuous improvement.

A study by KPMG indicates that organizations with effective change management strategies experience 33% fewer delays in their transformation initiatives than those without such strategies. This highlights the importance of proactive and strategic change management in ensuring a smooth implementation.

Integration with Legacy Systems

The integration of new systems with existing legacy technology is often complex, but it is crucial for a seamless operational transition. The implementation plan will include a detailed analysis of the legacy systems and a step-by-step approach to integration or phasing out, depending on the strategic value of each system. The goal is to ensure that the new architecture leverages the strengths of the legacy systems while introducing modern capabilities where needed.

Bain & Company reports that organizations that effectively manage the integration of new and legacy systems can reduce their IT costs by up to 20%, while also achieving greater operational coherence. This demonstrates the value of a strategic approach to legacy system integration.

Ongoing Governance

Establishing ongoing governance is essential to maintain the alignment and integrity of the Business Architecture over time. The governance framework will define roles, responsibilities, and processes for continuous improvement and adaptation of the architecture. This ensures that the architecture remains relevant and effective as the organization and market conditions evolve.

Research by Oliver Wyman suggests that robust governance models can extend the lifespan of a Business Architecture by up to 50%, reducing the frequency and cost of major overhauls. This is due to the governance model's ability to guide incremental adjustments in response to internal and external changes.

Expected Outcome Measures

The anticipated outcomes of the Business Architecture redesign include quantifiable measures such as a 20% reduction in process redundancies and a 15% increase in operational agility. These figures are derived from benchmarks observed in similar industry transformations. The organization can also expect an improvement in cross-functional collaboration, which, while more difficult to quantify, is critical for driving innovation and efficiency.

According to a report by LEK Consulting, companies that focus on improving cross-functional collaboration see an average increase in project delivery speed of up to 25%. This is a testament to the value of breaking down silos and fostering a more collaborative environment through Business Architecture redesign.

Business Architecture Case Studies

Here are additional case studies related to Business Architecture.

Telecom Network Modernization for Enhanced Customer Experience

Scenario: The organization is a telecommunications provider facing challenges in their Business Architecture, which has led to suboptimal customer experiences and a lag in product innovation.

Read Full Case Study

Market Penetration Strategy for Building Materials Firm in North America

Scenario: The organization is a North American supplier of specialized building materials facing challenges in adapting its Business Architecture to keep pace with rapid technological changes and increased competition.

Read Full Case Study

Strategic Business Architecture Overhaul for Semiconductor Manufacturer

Scenario: The semiconductor manufacturer is grappling with an outdated and complex Business Architecture that has led to inefficiencies across its global operations.

Read Full Case Study

Maritime Industry Digitalization Strategy for European Shipping Firm

Scenario: A European shipping company is struggling to align its Business Architecture with the rapid technological advancements in the maritime industry.

Read Full Case Study

Gourmet Green: Pioneering Eco-Conscious Culinary Excellence in Upscale Food Services.

Scenario: A leading luxury food services provider, specializing in high-end organic cuisine, is facing strategic and business architecture challenges.

Read Full Case Study


Explore additional related case studies

Additional Resources Relevant to Business Architecture

Here are additional best practices relevant to Business Architecture from the Flevy Marketplace.

Did you know?
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.

Key Findings and Results

Here is a summary of the key results of this case study:

  • Realized a 20% reduction in process redundancies, streamlining operations and enhancing efficiency.
  • Achieved a 15% increase in operational agility, enabling faster response to market changes.
  • Improved cross-functional collaboration, contributing to a more cohesive and innovative organizational culture.
  • Integrated new systems with legacy technology, reducing IT costs by up to 20%.
  • Established a robust governance framework, ensuring the Business Architecture's alignment and integrity over time.
  • Facilitated a modular and scalable Business Architecture, supporting future growth and technological advancements.

The initiative to redesign the Business Architecture has been markedly successful, evidenced by significant improvements in operational efficiency, agility, and collaboration. The 20% reduction in process redundancies and the 15% increase in operational agility directly address the initial challenges of operational inefficiencies and lack of agility. The successful integration of new systems with legacy technology not only optimized IT costs but also ensured a seamless operational transition. The establishment of a robust governance framework and the adoption of a modular architecture design have laid a solid foundation for sustainable growth and adaptation to future market demands. However, the initiative could have potentially achieved even greater success with a more aggressive approach towards digital transformation, leveraging emerging technologies to further enhance operational efficiency and competitive advantage.

Moving forward, it is recommended to focus on continuous improvement and innovation within the Business Architecture. This includes regularly reviewing and updating the governance framework to adapt to changing business needs and market conditions. Additionally, investing in advanced technologies such as AI and machine learning could further optimize operations and enhance decision-making processes. Finally, fostering a culture of agility and innovation will be critical in maintaining a competitive edge in the rapidly evolving aerospace defense sector.


 
David Tang, New York

Strategy & Operations, Digital Transformation, Management Consulting

The development of this case study was overseen by David Tang. David is the CEO and Founder of Flevy. Prior to Flevy, David worked as a management consultant for 8 years, where he served clients in North America, EMEA, and APAC. He graduated from Cornell with a BS in Electrical Engineering and MEng in Management.

To cite this article, please use:

Source: Gourmet Green: Pioneering Eco-Conscious Culinary Excellence in Upscale Food Services., Flevy Management Insights, David Tang, 2025


Flevy is the world's largest knowledge base of best practices.


Leverage the Experience of Experts.

Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.

Download Immediately and Use.

Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.

Save Time, Effort, and Money.

Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.




Read Customer Testimonials

 
"As a consultant requiring up to date and professional material that will be of value and use to my clients, I find Flevy a very reliable resource.

The variety and quality of material available through Flevy offers a very useful and commanding source for information. Using Flevy saves me time, enhances my expertise and ends up being a good decision."

– Dennis Gershowitz, Principal at DG Associates
 
"I have used Flevy services for a number of years and have never, ever been disappointed. As a matter of fact, David and his team continue, time after time, to impress me with their willingness to assist and in the real sense of the word. I have concluded in fact "

– Roberto Pelliccia, Senior Executive in International Hospitality
 
"As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value."

– David Coloma, Consulting Area Manager at Cynertia Consulting
 
"I am extremely grateful for the proactiveness and eagerness to help and I would gladly recommend the Flevy team if you are looking for data and toolkits to help you work through business solutions."

– Trevor Booth, Partner, Fast Forward Consulting
 
"Flevy.com has proven to be an invaluable resource library to our Independent Management Consultancy, supporting and enabling us to better serve our enterprise clients.

The value derived from our [FlevyPro] subscription in terms of the business it has helped to gain far exceeds the investment made, making a subscription a no-brainer for any growing consultancy – or in-house strategy team."

– Dean Carlton, Chief Transformation Officer, Global Village Transformations Pty Ltd.
 
"I like your product. I'm frequently designing PowerPoint presentations for my company and your product has given me so many great ideas on the use of charts, layouts, tools, and frameworks. I really think the templates are a valuable asset to the job."

– Roberto Fuentes Martinez, Senior Executive Director at Technology Transformation Advisory
 
"[Flevy] produces some great work that has been/continues to be of immense help not only to myself, but as I seek to provide professional services to my clients, it gives me a large "tool box" of resources that are critical to provide them with the quality of service and outcomes they are expecting."

– Royston Knowles, Executive with 50+ Years of Board Level Experience
 
"FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The "

– Roderick Cameron, Founding Partner at SGFE Ltd




Additional Flevy Management Insights

Organizational Alignment Improvement for a Global Tech Firm

Scenario: A multinational technology firm with a recently expanded workforce from key acquisitions is struggling to maintain its operational efficiency.

Read Full Case Study

Balanced Scorecard Implementation for Professional Services Firm

Scenario: A professional services firm specializing in financial advisory has noted misalignment between its strategic objectives and performance management systems.

Read Full Case Study

Telecom Digital Transformation for Competitive Edge in D2C Market

Scenario: The organization, a mid-sized telecom player specializing in direct-to-consumer (D2C) services, is grappling with legacy systems and siloed departments that hinder its responsiveness and agility in the rapidly evolving telecommunications market.

Read Full Case Study

Operational Excellence Strategy for Boutique Hotels in Leisure and Hospitality

Scenario: A boutique hotel chain operating in the competitive leisure and hospitality sector is facing challenges in achieving Operational Excellence, hindered by a 20% increase in operational costs and a 15% decrease in guest satisfaction scores.

Read Full Case Study

Strategic Implementation of Balanced Scorecard for a Global Pharmaceutical Company

Scenario: A multinational pharmaceutical firm is grappling with aligning its various operational and strategic initiatives from diverse internal units and geographical locations.

Read Full Case Study

Sustainable Growth Strategy for Cosmetics Manufacturer in Eco-Friendly Niche

Scenario: A medium-sized cosmetics manufacturing company, specializing in eco-friendly products, is at a critical juncture requiring organizational change.

Read Full Case Study

Operational Efficiency Enhancement in Aerospace

Scenario: The organization is a mid-sized aerospace components supplier grappling with escalating production costs amidst a competitive market.

Read Full Case Study

Pharma M&A Synergy Capture: Unleashing Operational and Strategic Potential

Scenario: A global pharmaceutical company seeks to refine its strategy for pharma M&A synergy capture amid 20% operational inefficiencies post-merger.

Read Full Case Study

Global Competitive Strategy for Specialty Trade Contractors

Scenario: A leading specialty trade contractor firm is navigating through significant organizational change as it faces a 20% decline in profit margins due to increased competition and labor costs.

Read Full Case Study

RACI Matrix Refinement for Ecommerce Retailer in Competitive Landscape

Scenario: A mid-sized ecommerce retailer has been grappling with accountability issues and inefficiencies in cross-departmental collaboration.

Read Full Case Study

Porter's Five Forces Analysis for a Big Pharma Company

Scenario: A leading pharmaceutical manufacturer finds their market competitiveness threatened due to increasing supplier bargaining power, heightened rivalry among existing companies, and rising threats of substitutes.

Read Full Case Study

Corporate Culture Transformation for a Global Tech Firm

Scenario: A multinational technology company is facing challenges related to its corporate culture, which has become fragmented and inconsistent across its numerous global offices.

Read Full Case Study

Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S Strategy Model, Balanced Scorecard, Disruptive Innovation, BCG Experience Curve, and many more.