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Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
BACKGROUND
Community Value
What is the company’s image within the
community?
How has it responded to any events that
may have damaged its reputation?
What measures has it taken to improve its
image?
Structure
What is the organizational structure of
the company?
Are there concerns about excessive levels
of management?
Are there concerns about excessive or
inadequate spans of control?
About a clear definition of authority and
responsibility?
What are the formal and informal
networks within the company through
which critical activities are performed?
How well do these networks function?
Leadership
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
Who are the key leaders of the company?
What significant changes have recently
taken place in the leadership?
Does the leadership of the company
actively plan for its own succession in the
best interest of the company, its owners,
and its employees?
What are the backgrounds and
experiences of the key leaders?
How well do the key leaders'
backgrounds and experiences prepare
them to lead the company?
What is the leadership style of the key
leaders (e.g., participative, autocratic,
militaristic, formal, informal, etc.)?
How well-suited is this leadership style
to the needs of the company?
What are the leaders’ views on taking
risk?
Are they taking an appropriate level of
risk given the nature of the business?
What is the value system emphasized by
leadership (i.e., the balance and emphasis
given to meeting performance goals,
providing customer service, achieving
productivity and quality standards, etc.)?
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
Ownership Issues
What is the capital structure of the
company (i.e., the portion of capital
provided by common shareholders,
preferred stock, long-term debt, short-
term debt, etc.)?
What are the implications of this capital
structure?
What are the major types and
concentrations of ownership (e.g., sole
owner, family, institutional investors,
takeover specialist, etc.)?
What are the implications related to this
ownership concentration?
Have there been any significant changes
in ownership?
How are these ownership changes
affecting the company?
Is this company vulnerable to takeover
threats?
How has the company responded to
takeover threats?
Have there been efforts to sell significant
assets or divisions or the entire company?
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
What is the current situation related to
such sales efforts?
Culture Is the company regarded by employees
and management as a rewarding place to
work?
What are the key factors in this
assessment?
How would you assess the motivation of
employees to perform quality work?
What are key contributing factors?
How would you assess the work
environment at the company (e.g., work
ethic, spirit of cooperation, teamwork,
trust, etc.)?
What has the company done to establish a
positive work environment (e.g.,
communication of purpose and vision,
employee participation in key decisions)?
Do management and employees have a
strong customer service mentality?
Relationships With Management
What type of relationship does
management have with the key
shareholders?
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
What role do owners take in managing
the company (e.g., active owner-manager,
active shareholder groups)?
What relationships does management
have with the key customer leaders?
What relationships does management
have with the key regulatory & legislative
leaders?
What is being done to strengthen these
relationships?
Human Resources
What concerns are there about the
availability of skilled workers to meet the
company’s needs?
Has employee turnover been a significant
factor?
What generates such significant turnover?
What steps has the company taken to
manage these concerns (e.g., hiring from
different skill areas and backgrounds,
internal training programs, emphasis on
retention)?
Has the company experienced any
problems with labor relations?
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
What generates these labor problems?
How does the company ensure that its
employees receive adequate formal and
on-the-job training to perform their
duties effectively?
How does the company ensure that its
resources requirements are consistent
with customer needs?
What alternative resources exist that
might help the company improve its
operations or maintain present standards?
ECONOMICS
Productivity
Are there long production lead times at
different points in the production
process? What are the causes?
What steps has the company taken to
improve lead times and shorten the
length of the production process?
Are there high levels of materials or work-
in-process?
What productivity techniques does the
company use to minimize materials and
work-in-process inventory (e.g., just-in-
time techniques, centralized supply
stocks, etc.)?
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
What innovative ideas have been
implemented in the design and layout of
plant or office facilities?
How might efficiency be improved in
work areas?
Shareholder Value
What is the financial performance of the
company for relevant periods?
Has the company experienced losses or
profits that are below expectations or
below the industry average?
If so, what are the reasons and what
actions has the company taken to remedy
the situation?
Are revenues or growth rates below
expectations?
If so, what are the reasons and what
actions has the company taken to remedy
the situation?
Is the company in need of substantial
additional capital?
How does it ensure that its operations are
adequately financed?
Has there been sufficient growth in
owners’ equity?
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
What actions has the company taken to
ensure sufficient growth in equity for the
owners?
How do the financial markets rate the
company (e.g., financial strength,
management capabilities, debt rating)?
Is its stock price undervalued?
What are the key expectations, or the
“investment philosophy,” of the owners
of the company (e.g., long-term growth,
current earnings, tax shelter, etc.)?
How well are these expectations being
met?
Business Purpose
What is the company’s business purpose
and strategy?
What customer segments and customer
needs are addressed by this strategy?
How does this strategy differentiate the
company from its competitors?
STRATEGIES
Consideration of Strategic Forces
What are the key strategic issues?
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
What are the key assumptions underlying
the business strategy?
How has the company’s strategy
accounted for the changing wants and
needs of customers?
How have its products and services
evolved to meet those needs?
How does the business strategy take into
account the strengths and possible actions
of competitors?
How does the company consider the
expectations of owners in developing its
strategy?
What latitude is given by the owners to
allow management to develop and pursue
the strategy?
What changes are underway or
anticipated in the availability, quality or
cost of key resources?
How will these changes impact the
business strategy?
What major changes are underway or
anticipated in the key environmental
factors affecting the business (e.g.,
demographic changes, technological
advances, new laws and regulations, etc.)?
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
How will these changes impact the
business strategy?
Getting the Right Information
What are the primary types of
information (e.g., reports, ad hoc
information, etc.) used by management to
run the business?
How do they obtain this information?
How well does it meet their needs?
What methods are used to regularly
obtain information about customer wants
and needs?
How is this information imparted to the
company’s various organizational units
and levels?
What information does the company
regularly obtain about competitor actions,
market share changes, and competitor
strengths and weaknesses?
What information does the company
regularly obtain about changes in key
environmental forces affecting the
business?
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
What information does the company
regularly obtain about changes in the
availability, quality or cost of resources
needed in the business?
What information does management use
to monitor and direct operations?
What methods are used to ensure that the
people in the company have the right
information to make the right decision in
conducting their duties?
What methods are used to ensure
adequate investigation of budget
variations?
Information Systems
Are information systems adequate to
produce timely and accurate information
needed to run the business?
What concerns does management have
about its systems?
How effective are the accounting systems
in recording and processing transactions?
How effective are the accounting systems
at reporting budget versus actual
variances?
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
What procedures are in place for
controlling the development of software
applications and changes to those
applications?
What security measures are in place to
protect the integrity of the information in
the management information systems?
What measures are in place to capture and
preserve key information potentially
needed for litigation purposes?
Continuous Improvement
What has the company done to establish
an atmosphere of continuous
improvement regarding quality,
productivity, and customer
responsiveness in its operations?
What performance measures has the
company initiated to reinforce
responsiveness to customer wants and
needs (e.g., quality measures,
productivity measures, timeliness
measures, etc.)?
How does the company compare itself
with best practices and results obtained
by competitors?
Monitoring External Forces
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
How does the leadership monitor
developments affecting customers,
suppliers, and owners?
What types of contact does leadership
have with suppliers?
How does leadership monitor
developments among its key competitors?
How does leadership monitor the
needs/desires of its key customers?
What significant customer
needs/desires/issues have arisen most
recently?
How does the company balance the
potentially conflicting needs and values
of the different interested parties?
How does leadership monitor critical
developments/trends in the
countries/regions in which it operates?
What are the most significant
developments and trends in those
countries and regions?
How does leadership monitor changes in
environmental forces?
Flexibility
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
Does the production of different products
or product lines require the frequent
conversion of the production process?
Do high set-up costs and long delays for
this conversion limit competitiveness and
discourage flexibility in responding to
different customer wants and needs?
Applied Technology
What significant development efforts are
planned or in process to produce new
products or services (incl. E-commerce) or
new production processes?
Does the company have sufficient access
to new technology needed for its
development activities?
How does the company ensure that it
maximizes the benefits of technology in
its production processes?
What are the opportunities for improving
the quality or productivity of operations
through the use of technology?
How does the company protect the value
of its intellectual capital?
Action Plans
How does management communicate the
business strategy to employees?
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
What are the primary tactics used by
management to implement its strategy
and monitor progress?
Do the employees believe in the strategy
and understand their roles in executing
it?
What are the company’s criteria for
allocating scarce resources (e.g., human
resources, capital, production facilities,
etc.) between alternative uses (e.g.,
product lines, construction projects, etc.)
set forth in the business strategy?
What new plans (e.g., new products,
expansion into new markets) are
contemplated by the business strategy?
Competence
How would you assess the business
knowledge, management skills, and
technical skills of key management
personnel and key employee groups?
What are the significant concerns?
How does the company attract people
with the right skills for the management
and operations of the company?
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
How well do functions such as recruiting,
promotion, counseling and termination
support development of key
competencies in the company?
How well do training programs support
the development of necessary skills?
How are employees trained to recognize
litigation risk inherent in their activities?
How are employees trained in dispute
resolution methods?
How well do the formal and informal
reward structures of the company support
the competence and motivation of
management and employees?
Quality
What efforts has the company made to
ensure built-in, first-time quality in
manufacturing of products or delivery of
services?
How is quality monitored and measured?
What quality problems exist (e.g., long
production or delivery time frames,
missed deadlines or delivery dates, high
scrap rates, high levels of reprocessing)?
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
What techniques does the company use to
enhance quality and identify quality
problems (e.g., statistical process control)?
Does the company provide quality checks
throughout the production process or just
at the end?
Coordination
How well do various functions coordinate
activities with each other (e.g.,
engineering with production, sales with
distribution)?
What problems exist that undermine
productivity and customer
responsiveness?
Long-Term Vision
What is the company’s long-term view of
the business and the industry?
How is this view considered in the
business strategy?
Motivating Employees
How does leadership inspire employees
to pursue and achieve the vision it has set
forth?
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
How does leadership communicate with
employees on matters of strategy, plans
and results?
What are the formal and informal
methods used by leadership to spread
their ideas throughout the company?
How effective are these methods?
Does leadership encourage employees to
develop and communicate creative ideas
for improving the business?
What methods does the leadership use to
obtain these ideas?
Risk Mitigation/Management
How does the company identify, mitigate
and manage key risks?
Does the company support and employ
alternate dispute resolution practices?
Does the company pursue appropriate
insurance recovery of environmental
remediation costs?
How does leadership monitor changes in
legal precedent affecting the company?
1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
Architected Solutions BUSINESS ARCHITECTURE QUESTIONNAIRE DRAFT 8/21/2009
Business Architectures
ALL
Section Title Key Questions Responses
What are the most significant legal
developments and issues?
Practitioner-Added Questions
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1fd4b1b7-9952-447e-a505-5b95ef44cfd6.xls
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