4System strategy

• 4.1IS strategy & enterprise optimization

  Covers information-systems (IS) strategy, which sets the direction of informatization as a means of realizing corporate strategy, and the idea of an enterprise-optimization policy that cannot be achieved by stacking up local optima. It addresses that IS strategy must be aligned with corporate strategy, that department-by-department local optimization invites company-wide duplicate investment, silos, and data inconsistency, and the judgment of positioning individual investments within a whole picture drawn as the IS master plan.

• 4.2Enterprise architecture (EA)

  Covers EA (enterprise architecture), a representative means of achieving enterprise optimization, understood as the four domains business (BA), data (DA), application (AA), and technology (TA); the procedure of drawing the target To-Be from the current As-Is and bridging them with a migration plan; the role of reference models; and the judgment of pinpointing "which domain (layer) a given issue belongs to."

• 4.3DX & digital transformation

  Covers the three-stage distinction of digitization (localized IT-ization of existing operations), digitalization (digitizing whole business processes), and DX (transforming products, services, business models, and the organization with data and digital technology to establish competitive advantage); the use of stability-oriented SoR versus agility-oriented SoE; the DX promotion index; and legacy renewal and the "2025 cliff." The key is judging "mere IT-ization" from "true DX (business transformation)."

• 4.4Business process reengineering & management

  Covers the difference between BPR, which radically redesigns the business process, and BPM, which continuously visualizes and improves the process, together with business modeling via DFD and BPMN, automation via workflow and RPA, and the cycle of visualization and continuous improvement. The key is judging, for a bottleneck, "whether a radical redesign (BPR) is needed or an incremental improvement/automation premised on the existing process (BPM/RPA) suffices."

• 4.5IT investment management & solution use

  Covers managing not only the acceptance of individual projects but the whole company's IT investment as an IT investment portfolio balanced across "Run / Grow / Transform," program management that bundles multiple projects toward realizing a strategic benefit, the planning and requirements-definition processes of the common frame (SLCP), and the judgment of cloud/SaaS use and in-house vs. outsourced. The key is the investment judgment of balancing risk and return under budget constraints.