CS783 Assignment 2: Enterprise Architecture Core Diagram for J&J

This assignment analyzes Johnson & Johnson's (J&J) enterprise architecture by creating and assessing two core diagrams. The first diagram depicts J&J's diversification operating model, showcasing business units sharing customers and suppliers, with minimal integration and independent technological developments. The second diagram introduces a new venture, Emerging Implant Technologies, to the diversification model, improving the business model through specialized processes and a foundational stack for customer segments. The analysis compares the two models, highlighting improvements such as reduced system maintenance costs and enhanced collaboration among business units. The assignment also discusses discrete manufacturing processes, shared services, and the user experience improvements in the new model. References from Alan Braithwaite, Andrew Campbell, and Rao are included to support the analysis. The goal is to establish metrics to measure the first core diagram so that improvements can be demonstrated in the second diagram.

ENTERPRISE ARCHITECTURE APPLICATIONS
The core diagram of Johnson & Johnson based upon the diversification operating model
Diagram 1: J&J diversification operating model
In the diversification operating model, the Johnson & Johnson Company is assumed that the
business units that it owns share the available customers and suppliers. In addition, the business
units under Johnson and Johnson Company are unique operating and operating independently of
the parent company. There is basically no standardization of the products produced by the
business units and there is minimal integration among the business units and the Johnson &
Johnson Company.
Also, each business unit does its own technological developments and IT solutions. What they
share in common is the services provided by the business units. In addition customers and
suppliers are not shared among the business units in the Johnson & Johnson Company.
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Core diagram of J&J’s ‘new’ operating model (Aspirational Diversification model)
Diagram 2 showing the aspirational core diagram of J&J with a new venture
In this model shown in diagram 2, the new venture is added to the diversification model. In this
case, the new venture which is called Emerging Implant Technologies is accelerated by
development of new and specialized business process in order for quality products to be
delivered to its specific pool of customers.
The technology that is used to deliver for various customer segments is called foundational stack.
The new venture, Emerging Implant Technologies takes its focus in making its own business
model. In this new model, a common collaboration platform is used to enhance mobilization of
information worker resources from the already existing business units into this new venture, in
this workers from other business units such as Ethicon, Inc. and Actelion can be moved to the
new venture, Emerging Implant Technology, Inc.
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Analysis
Goals and Improvements between the core diagrams
In the first core diagram, the diversification operating model, the J&J Company has minimal
control over the business units it owns (Rao). The business units are able to able make own
decisions. The second diagram shows, a diversified model with a new venture. The new venture-
Emerging Plant Technologies, Inc. improves the business model by enhancing discrete
manufacturing process, for instance, raw material are able to be shared between other
pharmaceutical units such as Janssen Biotech and the new venture.
Cost difference
The new improved diversification model developed by the J&J Company incorporating the
Emerging Implant Technology Company will reduce the cost of system maintenance. This is
because the J&J Company is able to recoup the losses made by other units when the new venture
is making profits hence consistence. In addition cost is reduced in the diversification model as
some critical services and technology can be shared.
User experience improvement
The experience between the first core diagram and the second core diagram is almost same as the
J&J conglomerate still operates the diversification model. The improvement is the cooperation
among the business units as they are able to share raw material like the medical device
production (Alan Braithwaite).
Discrete and Process Manufacturing process
The J&J Company, as shown in the both core diagrams will adopt discrete manufacturing
process. For instance, the Actelion can produce products that can be used as raw materials in
production of certain drug product in the Emerging Implant Technologies. In Using Discrete
manufacturing process, important and critical services can be shared by the business units owned
by the J&J Company, such as Medicare Fraud detection service can be used in marketing and
protecting original products produced by the business units against counterfeits (Andrew
Campbell).
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References
Alan Braithwaite, Martin Christopher. Business Operations Models: Becoming a Disruptive
Competitor. New York: Kogan Page, 2013.
Andrew Campbell, Mikel Gutierrez , Mark Lancelott. Operating Model Canvas. Amsterdam:
Van Haren Publishing, 2017. Document.
Rao, R. Venkata. Advanced Modeling and Optimization of Manufacturing Processes:
International Research and Development. London: Springer Science & Business Media,
2010. Document.
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