數字化時代再提業務平臺化

{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"2020年，受到“黑天鵝”事件的影響，數字化加速進入各行業、企業的戰略主航道。通過數字化進行業務重塑和創新，成爲企業新的發力點和主戰場。ThoughtWorks作爲一家數字原生型諮詢公司，在廣泛的實踐中，洞察出“業務平臺化”再次成爲企業數字化建設中的關鍵領域之一。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"中臺催生出新一輪數字化建設中“業務平臺化”的趨勢"}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"互聯網巨頭中臺化輻射到零售、金融、電信等傳統行業，中臺實踐進入深水區"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"從2015年開始，以阿里巴巴爲代表的互聯網巨頭們，陸續開啓中臺化進程（如圖1）。隨後，中臺理念和實踐開始快速向各行業滲透。"}]},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/14\/1486b834b3560592a1f6abaf3d79a31d.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":"center","origin":null},"content":[{"type":"text","text":"（圖1 互聯網企業的中臺化大事件（參考文獻1））"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"零售行業"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"得益於阿里在零售行業的滲透和影響，及電商在過去十年的深度發展，零售行業最先試水中臺。一方面，阿里將中臺實踐結合雲服務向各行業輸出，零售行業因業務模式的相似性，從而有較好的適配基礎。另一方面，圍繞電商業務模式，一系列廠商將其中標準化程度較高的部分快速“中心化”，如“商品中心”，“訂單中心”，“支付中心”等，以中臺的形態進行實施，也在一定程度上促進了中臺在零售行業的推廣。而零售行業的中臺模型，因其本質是對於交易合同及履約的業務抽象，具備較廣的適用性，也常常被其他行業借鑑和擴展。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"金融行業"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"金融行業中對於中臺能力的打造，無論在銀行、證券或是保險等細分行業，均已是戰略舉措之一（參考文獻2、3）。當行業越來越重視客戶一致性體驗，開始打造開放銀行並深度運營客戶，長期以來掣肘金融行業發展的歷史遺留問題的解決已迫在眉睫，如龐大的遺留系統難以響應前端快速的業務創新、客戶和業務數據孤島、組織架構壁壘等，中臺建設是行業普遍認同的求解之道。根據恆生調研，半數金融機構正在考慮建設業務中臺，90%金融機構認爲未來兩至三年會建設業務中臺。（參考文獻2、3）"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"電信行業"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"以IT基礎設施作爲重要支柱的電信行業，始終保持對IT新技術與工程實踐的關注和引入。過去5年，伴隨通信技術的快速換代所帶來的新的市場特徵，圍繞業務響應力提升和研發效能改進，電信行業IT基礎設施經歷了新一輪的翻新和升級：研發體系的敏捷轉型、DevOps體系搭建、大型核心系統的容器化及服務化改造。而在“新基建”頂層設計的加持下，行業整體的IT基礎設施進一步深化，中臺建設作爲突破點和抓手之一，在營銷、服務、網運等多層面展開，並不斷取得進展。"}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"中臺不是目的而是手段，本質是“平臺化”再向業務演進"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"回顧ThoughtWorks對於中臺的探索，我們持續向行業輸出一系列思考和洞見的同時，也廣泛且深入參與到各行業領跑者、尤其是以上三大行業的中臺建設過程中。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在我們的經驗中，中臺之於不同的行業，有着不同的最佳適配領域，這裏我們從前面提到的三大行業中列舉一些："}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"零售多品牌集團型企業："},{"type":"text","text":"通過中臺建設，實現集中管控前提下營銷能力在多品牌複用。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"跨國零售企業："},{"type":"text","text":"通過中臺建設，實現全球統一運營下的核心業務能力針對中國市場的複用與差異化適配，以適應中國特有的業務場景和業務發展。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"商業銀行與金融機構："},{"type":"text","text":"在特定業務(如信貸、資管)場景下的能力抽取與模式複用，實現對於金融產品創新的加速，及金融電商化渠道能力運營的加強，爲生態建設奠定基礎。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"通信企業："},{"type":"text","text":"跨業務線之間的公共能力的識別、沉澱，形成統一管控及支撐，實現產品平臺化，更靈活地適配不同場景的需求與快速響應。 "}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這些領域中，中臺的差異化適配和建設，印證了中臺實踐已進入深水區。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"而與此同時，行業中中臺實施“失敗”的案例也不絕於耳，以至行業中對中臺的觀點，出現清晰的分化。這裏，我們將不展開中臺實施失敗案例的討論，也並不是要在不同觀點中做出選擇。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在我們看來，中臺建設的成功，或者失敗，甚至“去中臺化”聲音背後，本質上是一致的商業邏輯："}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"中臺建設不是廣義軟件套件實施。"},{"type":"text","text":"中臺以“複用”之名起源，因此，一些案例中，很容易走回從前軟件套件實施的思路，中臺以“產品化”、“套件化”的模式，加上一定程度的開放和定製，實現“複製”。“複製”、“複用”一字之差，卻意味着從規劃到落地截然不同的方法和實現。由此這帶來的問題是，曾經軟件套件實施過程中因“削足適履”出現過的問題、走過的彎路，在中臺“套件”實施過程中，會不可避免的再一次出現。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"中臺建設是對於企業業務模式端到端的深度分析、建模與複用。"},{"type":"text","text":"中臺究竟在複用什麼? 我們給出的答案是:中臺是針對於“商業模式”和“業務模式”的抽象與複用。背後體現的是企業希望通過對於自身商業模式的 不斷思考與認知，再通過自身業務模式的抽象與沉澱，實現跨地域、跨用戶、 跨場景、跨領域的擴展與複用，支撐企業業務的快速拓展與創新，也體現並契合了平臺向業務的再演進過程。"}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"借用我們一位諮詢師的話：“看上去的能力複用是樂高組裝，真實的能力複用其實是器官移植，需要的是一場外科手術。”"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"因此，我們認爲且認同這樣的觀點，中臺本身是手段、過程，不是目的。迴歸本源，其本質是“平臺化”再一次向業務演進。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"新問題將業務平臺化內涵向前演進"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"從信息化到數字化，是“平臺化”每一輪 IT 建設都會提及的主題之一。而當平臺沿着歷史發展的趨勢繼續向業務的“逼近”的過程中，對於平臺抽象和建設的難度也成指數型增加，湧現出了一系列新問題。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"對於這些問題的思考和解決方案的探索，也將賦予業務平臺化這個趨勢以新的內涵和意義，同時也是我們設計和發佈新的企業架構框架的起心動念。而這些問題的“新”意，也體現在深水區實踐中從“what”向“how”的轉變，所以我們以“如何”的句式來逐一總結和簡述："}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"如何抽離多業務線共享的能力，集中管控和演進，以避免重複投資？新業務如何基於企業能力快速組裝上線，以支撐業務快速迭代創新？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"今天，業務發展和IT建設的綁定比以往任何時間都更加緊密，而當大型企業的業務涉獵已足夠廣泛，多條業務線、或者多個業務單元並行發展，IT建設會不可避免的隨着業務邊界、組織邊界進一步分化，也加劇了IT部門進行統一管控的困難。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"一方面，在很多場景中，這樣的分化帶來雙重投資甚至多重投資的浪費，另一方面，也在加劇本就存在的用戶或者客戶體驗的割裂、數據孤島、IT翻新週期長等固有問題。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"同時，當業務前線不斷嘗試新的業務模式，或對於已 有模式進行更快的試驗、調整與擴展時，對IT支撐的響應力也提出了更高的要求。固有的系統搭建或者產品部署模式，越來越不足以提供及時的響應，且在“快速試錯”、“小步快跑”的創新場景下，成本高昂。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"因此，如何抽離多業務線共享的能力，集中管控和演進，以避免重複投資？新業務如何基於企業能力快速組裝上線，以支撐業務快速迭代創新？成爲亟待解決的問題，進一步拆解，我們認爲需要回答："}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"針對不同的業務深度，如何設計“模式”與“能力”模型，以對業務進行合理的抽象，進而識 別相似度，抽象與提煉可複用的業務模式，而針對不同業務的差異性，如何在“模式”和“能 力”基礎上進行擴展?"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"抽象並沉澱了業務能力之後，如何在新的業務場景中，識別、複用已有能力，應用、數據、技術及組織應該如何予以支撐?"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"以上的工作過程，是否有較好的工作實踐和參考模型?"}]}]}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"如何合理地劃分IT系統邊界，以得到隨“需”而變的響應力"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"除了能力複用外，另一個提升IT支撐響應力的關鍵是，提升IT系統各組成部分的自治性，使得變化能夠相對獨立的、在更小的邊界範圍內，以小步快跑的方式發生；同時還需要保持一定的一致性，使整體架構做到“形散神聚”。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"因爲不管是創新也好，集中管控也好，雖然變化速率不同，但變化始終存在，既然變化不可避免，我們應將精力投入到應對變化上。而一個清晰的應用 邊界劃分，可以對於業務能力通過對於知識邊界的 解耦，實現知識的黑盒複用，對於變化的響應非常有幫助。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在我們的經驗中，應用邊界劃分不合理會致使應對變化產生明顯的負面作用。一般來說，邊界的粒度過粗，容易產生功能、運行層面的變更衝突，而邊界的粒度過細，則帶來了額外的變更成本和性能開銷，這裏對各種負面作用暫不作展開，但它們的共同點是都會拖慢IT支撐的響應力或穩定性。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"因此，“如何劃分IT系統的邊界，以合理的佈局更好地應對變化”是需要解決的問題。進一步拆解，我們認爲需要回答："}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如何劃分應用構建塊的邏輯邊界，使其儘可能職責單一、接口規範明確，容易變更和組裝？"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如何組合應用構建塊成爲合適粒度的獨立可部署單元，儘可能減少功能、運行層面的變更衝突？"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如何描述、留存以上決策的結果和依據，當變化發生時，通過溯源做出優質的新應對？"}]}]}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"如何適當拆分過於集中的分析類數據處理職責，以緩解規模化瓶頸？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"長久以來，業界對數據架構達成共識是：對於運行類(Operational)和分析類(Analytical)場景，應該使用不同的設計方法和技術支撐。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"運行類場景以業務事務爲主線，關注點在於業務事務運作證據的完整性和一致性，以及確保各類數據在各業務單元間高效、準確地傳遞，實現跨業務單元的事務推進及對於業務溯源的支撐。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"分析類場景則需要對內、外部數據進行收集和加工，用來度量業務運行表現、嘗試分析產生偏差的原因，甚至給出預測，或者結合機器學習技術得出專業結論。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"數據想要形成分析類價值，背後需要經過攝取（Ingest）-加工（Process）-能力包裝（Serve）三大工序，其又可以進一步分爲數據倉庫、數據湖兩種設計方法和技術棧，它們有各自不同的適用場景和技術棧，它們的差異我們暫不作展開。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"由於分析類場景所要求的方法和技術與事務類場景有顯著的不同，許多企業組建了專職的數據團隊，將分析類數據處理工作和其背後的複雜性打包成爲一個黑盒，提供端到端的數據服務。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這個模式對於業務場景可適用於簡單的企業環境，但難以滿足多業務線、業務平臺化的企業環境。一方面，隨着IT建設加速，數據源和分析類場景的數量激增，對數據服務的響應力提出了更高要求。另一方面，想要提供高質量的數據服務，除了分析類數據的專業技能，還要求對於業務場景、現有應用軟件的深入理解。如果所有工作仍然只由專職的集中式團隊一肩挑，團隊帶寬的限制必然會拖慢響應力。 "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"因此，我們認爲需要探索的是如何適當拆分過於集中的分析類數據處理職責，爲集中式的數據團隊減負，使其可以將精力投入到高價值的分析類場景中。"}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"如何在富技術時代進行平臺型技術架構選型及設計？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"受益於雲原生架構的興起與發展，新技術的湧現和不斷成熟，以及技術工具的極大豐富，技術架構設計的靈活度和效率都得到了顯著提升。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"而另一方面，在平臺型技術架構的設計中，作爲多業務條線、多應用、多數據場景落地的技術基座，技術架構設計所需覆蓋的規模、應對的複雜度今非昔比。加之“富”技術條件的加持，一個好的技術架構設計的困難度實際上指數級增加。一直以來，技術架構設計的方法和過程是強依賴於架構師的經驗和能力的，而“富”技術環境讓一系列挑戰和問題再次凸顯："}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"對於架構需求把握不足或者沒有架構需求的分析意識，過早的進入架構設計，導致系統複雜度變高甚至過度設計，爲開發落地帶來額外的研發成本。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"架構設計採用的技術和工具過於超前，超出團隊成員技術水平，造成落地難度高，新成員上手速度慢，進而對整體進度和實施效果造成影響。架構設計過程時間長，完成後團隊就不再願意對設計方案繼續調整和迭代，當技術發展變化很快時，技術架構方案容易進入“完成即落伍” 的困局。 "}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"因此，我們認爲相比以往，架構師們更需要這樣一個體系："}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"系統性的分析架構需求；"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"結構化的設計架構方案；"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"沉澱可複用的架構經驗。"}]}]}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"經典的企業架構框架已不足夠應對業務平臺化中的新問題"}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"以企業架構框架進行業務平臺設計，各主流方法各有側重"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"業內越來越普遍的採用企業架構框架作爲業務平臺化整體規劃指導和方法，這是有效的。因爲各類企業架構框架的元模型，大體都可以歸結爲四類視圖，即業務架構，應用架構、數據架構和技術架構，儘管不同框架在具體的層級劃分、及各層結構下的內容涵蓋可能會略有不同。這樣的結構較好的匹配業務平臺設計的問題域。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"同時，各類企業架構框架的工作邏輯相似，均是從願景與業務目標出發自頂向下的貫穿設計，並保持從業務到技術的一致性，這樣的工作邏輯與業務平臺從設計到落地的邏輯一致。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在此基礎上，不同的企業架構框架，由於產生的背景和發展過程的不同，形成各自的側重點或者行業屬性，這也從另外一個方面加強了適用性。例如："}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"Zachman：側重從利益相關者的六個視角來描述企業"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"TOGAF：強調企業架構全生命週期治理"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"DoDAF\/FEAF-II：面向政府機構的投資組合管理，注重ViewPoint"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"BIAN: 面向銀行業，有銀行業開箱即用參考模型"}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"需要說明的是，以上的側重總結，僅代表我們在項目操作中的理解，實際上，每一種框架都是完備的，在各自的領域和適用場景中也得到廣泛的應用。"}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"經典框架對業務平臺化的新問題沒有特定的設計和考慮"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"下面這張表格，體系化的從系統的概念、建模、流程的角度，對若干經典企業架構方法進行對比，從中我們可以解讀出，在Concept（概念）層面的各項評估中，各框架普遍的評定都在H（高）和M（中），而從Modeling（建模）開始，到Process（流程），評定開始從M(中)轉向L（低），其中，和落地的相關性越高的評估項，普遍的評定都位於L（低）。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/e2\/e28a7950c8713fb2dab1499157b82942.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":"center","origin":null},"content":[{"type":"text","text":"（圖2 企業架構框架對比  參考文獻 4）"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這張表格出自2015年（參考文獻 4），在這之後的5年時間裏，各框架均不同程度對實操內容進行了補充和增強。但從我們的跟進研究和項目經驗來看，各經典框架在項目工程實操性中仍顯不足。這可能也與經典框架的定位相關，大都定位於戰略規劃和組織治理，對於架構的具體設計和建模層面都沒有細粒度展開。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"同時，在第二小節中所提及的，業務平臺化趨勢下我們所面臨的新問題，可以較好的映射進企業架構框架元模型的四個層次中："}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"業務架構層："},{"type":"text","text":"如何抽離多業務線共享的能力，以避免重複投資？新業務如何基於企業能力快速組裝上線，以支撐業務快速迭代創新？"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"應用架構層："},{"type":"text","text":"在宏觀規劃層面，如何劃分IT系統的物理邊界，以合理的佈局更好地應對變化，在局部設計層面，如何在最大化複用效果的同時，保障對差異化需求的響應力？"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"數據架構層："},{"type":"text","text":"如何適當拆分過於集中的分析類數據處理職責，緩解規模化瓶頸？"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"技術架構層："},{"type":"text","text":"如何在富技術時代進行平臺型技術架構設計？"}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"而這些問題，從各經典企業架構框架中很難直接找到針對性的設計參考和考量依據，需要我們進一步思考、實踐與提煉。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"面向業務平臺化，即將發佈現代企業架構白皮書"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在經典架構框架的基礎上，基於我們在業務平臺化領域從設計到落地的工程經驗，我們將以白皮書的形式，發佈“現代企業架構”框架。在這套架構框架中，我們將："}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"保持對經典企業架構框架的傳承，從框架結構和框架各層中的元模型構成，保持與經典框架一致。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"針對業務平臺化的新問題，對各層元模型進行擴展和再定義。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"力求實操，詳細闡述元模型的構成、應用方法和實踐。"}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"參考文獻1：《從技術走向商業看中臺 投資機會》 中銀國際證券 "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"參考文獻2：《中國行業趨勢報告-2020年度特別報告》 羅蘭貝格"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"參考文獻3：2019恆生電子技術開放日"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"參考文獻4：A Framework for Evaluation of Enterprise World Academy of Science, Babak Darvish Rouhani, Mohd Naz’ri Mahrin, Fatemeh Nikpay, Maryam Khanian Najafabadi, Pourya Nikfard，Engineering and Technology International Journal of Economics and Management Engineering Vol:9, No:1, 2015"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"本文轉載自：ThoughtWorks洞見（ID：TW-Insights）"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"原文鏈接："},{"type":"link","attrs":{"href":"https:\/\/mp.weixin.qq.com\/s\/ubrsOCTu1KPLtHu4e9LFlw","title":"xxx","type":null},"content":[{"type":"text","text":"數字化時代再提業務平臺化"}]}]}]}