I've realized that over the past few weeks I have truly begun to see my school district from a different perspective. Once I see it that way, I can't un-see it that way. This beginning study of VUSD as a whole organization has permanently shifted the angle of my lens. Things look a lot more big-picture to me now.
After everything I've read so far, it is clear to me that it is important for any organization, including school districts, to put a business architecture in place. That business architecture will function as the big picture plan as well as the laser focus plan along each business line. The business architecture will advise and guide all decisions and policies. It is smart and important to have a business architecture in place.
Once that architecture is in place, it is vital to begin to look at the future state of the organization and to look at its goals. There aren't many things that are for certain in Life, but Change is something that is for certain. Organizations must plan for change and plan for growth. Any organization that doesn't create a future state business architecture will find itself outdated very quickly. The world welcomes change at a fast pace these days, especially in technology and education. If school districts want to remain relevant, offer the best educations possible, and prepare students to engage and compete in the ever important global information economy, they must plan for the future ... now.
What is also clear is that future state planning for the organization is not something that just the top tier administration must worry about. It must include all stakeholders along each business line. I love this quote from this week's reading because it is very direct, "Please note that the BA future state planning is not just an EA’s task or a CIO group’s task. It cannot be successful without the business leaders driving it and providing strong support" (p.20) The planning in business architecture never really has an end, as there is a constant cycling through the steps of categorizing, identifying improvements, and implementing solutions. To remain healthy and viable, an organization must remain in growth - just like people.
Cio.ca.gov,. (2015). Retrieved 23 February 2015, from http://www.cio.ca.gov/Publications/pubs/Appendix_A