Recently, I had the pleasure of speaking with Julian Fletcher—business architect, consultant, and author of Doing Business Architecture: The Rough Guide – What the Tech Bros Won’t Tell You! Our conversation was wide-ranging, covering everything from career transitions and capability models to the role of business architecture in shaping future strategy.
Julian brings a grounded, practical lens to a discipline that is still evolving in many parts of the world. His book reflects that same tone—clear, candid, and refreshingly honest about the challenges and opportunities that come with applying business architecture in real organizational settings.
I look at business capabilities as this being—if you were to try and describe what it is your business does—as a series of verb-noun combinations. That’s a nice way of depicting it. For example, ‘Manage Customers,’ ‘Process Payments,’ or ‘Develop Products.’ These aren't just tasks or departments; they represent the core functions an organization must perform to deliver value, regardless of how or where they’re executed. The beauty of this approach is that it abstracts away from specific technologies, teams, or processes and focuses instead on what the business is fundamentally set up to do. It’s a timeless view—capabilities tend to remain stable even as systems, structures, and strategies evolve. That’s what makes capability mapping such a powerful tool for aligning strategy with execution.” - Julian Fletcher
About the Book
Doing Business Architecture: The Rough Guide is not a technical manual. Nor is it a theoretical framework. It’s a practical, experience-based guide for anyone involved in delivering strategy—whether you’re a manager, analyst, or aspiring architect.
Julian brings together insights from his own career, examples from multiple sectors, and references to established frameworks to help readers understand not just what business architecture is, but how to apply it effectively. His aim is to make the discipline accessible, especially for professionals who may be encountering it for the first time or trying to apply it in unfamiliar environments.
What makes the book stand out is its practical orientation. Rather than focusing purely on frameworks or theory, Julian shares how he introduced business architecture into organizations that had never used it before—sometimes with limited access to stakeholders or formal data. He reflects on how he built value stream maps and capability models using publicly available information, strategic documents, and a healthy dose of curiosity.
Julian also includes unique additions not often found in business architecture resources—such as mathematical modeling, simulation techniques, and performance measurement. These elements reflect his broader background in analytics and e-learning, and they offer readers additional tools for making data-informed decisions.
The book also challenges conventional thinking. Julian explores how business architecture can help organizations avoid "tech for tech’s sake" by ensuring that digital investments are aligned with strategic goals. He questions the overuse of trendy terminology and encourages professionals to think critically about where and how architecture adds value.
For readers who are new to business architecture—or those looking to evolve their practice—Doing Business Architecture: The Rough Guide offers an honest, often humorous, and highly practical companion. It’s especially useful for those who want to bridge the gap between technical work and strategic contribution.
Get in touch with Julian: LinkedIn
From Engineering to Architecture: A Career Built on Learning
Julian’s professional journey is one that many in the business architecture community will find familiar. Starting in electronic engineering and software development, he moved into digital learning and education technology. Over time, his work expanded into business analysis and consultancy, eventually leading him to roles in both public and private sector organizations as a business architect.
What stands out is not just the breadth of his experience, but the way he has continually adapted—learning new disciplines, applying them in unfamiliar contexts, and always asking how things could be done better. His time in the UK civil service, for example, gave him exposure to major programs, including EU exit planning and digital audits. Later, he entered the private sector to introduce business architecture in a company that had never used it before—an experience that, while challenging, deeply informed his writing.
Clarifying the Role of Business Architecture
One of the central themes of our discussion was the need to demystify business architecture. Julian is clear that it’s not just a subset of enterprise architecture or a function of IT. Rather, it’s a discipline that connects strategy to execution—what he describes, borrowing from the Business Architecture Guild, as “a golden thread linking board-level strategy through to delivery.”
He distinguishes business architecture from business analysis by scale and scope. While business analysis often focuses on specific projects or processes, business architecture looks at the organization as a whole—its capabilities, value streams, and structural alignment.
This broader view is essential, especially as organizations face increasing complexity. Whether in finance, healthcare, construction, or education, business architecture can help leaders understand how their organizations operate and where improvements are needed.
Introducing Architecture Where It’s New
Julian shared some of the realities of introducing business architecture in environments where it’s not well known. In one role, he was tasked with developing a capability model for a construction firm—without access to direct interviews or established frameworks. Instead, he relied on publicly available materials, strategic documents, and his own observations to map value streams and capabilities.
His approach emphasized starting with what’s available—organizational charts, brochures, websites—and building out a high-level view of how the business delivers value. From there, the capability model becomes a tool for identifying gaps, aligning resources, and supporting data-driven decision-making.
The Importance of Metrics and Maturity
We also explored the topic of organizational maturity. While business architecture is gaining traction globally, Julian noted that many sectors are still in early stages of adoption. Even within regions where enterprise architecture is more established, business architecture often remains misunderstood or inconsistently applied.
One key area for growth is the use of metrics. Julian emphasized the need to move beyond qualitative statements—such as “great customer experience”—toward measurable outcomes that support strategic goals. This shift allows organizations to track progress, justify investments, and improve accountability.
Upskilling and Career Transitions
For professionals looking to transition into architecture or more strategic roles, Julian offered practical advice: start by broadening your perspective. Technical expertise is important, but to influence at a higher level, you need to understand finance, governance, and business operations.
He encourages IT professionals to stop thinking of themselves solely through a technical lens. Instead, view yourself as a generalist who can learn, adapt, and contribute across disciplines. Read widely, explore adjacent fields, and take ownership of your professional development.
His book reflects this mindset. While it includes business architecture fundamentals, it also explores adjacent topics like modeling, simulation, and organizational behavior—areas that are often overlooked but critical for those seeking to lead change.
Business Architecture in the Digital Age
Looking ahead, Julian sees business architecture playing a critical role in helping organizations adapt to emerging technologies like AI. He cautions against adopting technology for its own sake and stresses the importance of understanding how digital tools support business capabilities.
Rather than layering AI onto existing systems, he advocates for rethinking the operating model—starting with the value the organization delivers and designing around that. As AI becomes more advanced, the need for clear architecture and human oversight becomes even more important.
Julian also highlights the potential for business architecture to serve as a bridge to leadership. For those starting in technical roles, it offers a pathway to broader influence—provided they are willing to step outside their comfort zones and engage with the wider business landscape.
Final Reflections
This conversation with Julian Fletcher was a reminder that business architecture is both a discipline and a mindset. It’s about seeing the bigger picture, asking better questions, and designing organizations that are aligned, adaptable, and ready for change.
Whether you’re just starting your journey or looking to deepen your practice, Doing Business Architecture: The Rough Guide offers practical insights and thoughtful guidance. In a world where strategic clarity is more important than ever, this book is a valuable companion.
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