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Introduction
Rationales are part of A Rationale provides the logical reasoning behind a strategic or operational response. It is triggered by a specific condition (Trigger), and it guides the alignment of actions across one or more business architecture domains. Rationales are formalised objects in the Strategic Response Model and articulate the reasoning behind strategic decisions made in response to triggersare central to decision transparency and traceability. See: Strategic Response Model
A rationale describes the strategic reasoning behind a proposed initiative or business response. It provides a traceable link between a business decision and the motivation behind it—such as addressing a performance issue, fulfilling stakeholder expectations, responding to regulatory changes, or seizing market opportunities. Rationales help ensure that every action taken by the organisation is grounded in strategic intent.
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Each response includes a rationale object that captures the justification for action. It replaces previous references to rationaleId and allows richer traceability and reasoning.
Field | Description |
|---|---|
| A short name for the rationale |
| A detailed explanation of the reasoning behind the response |
| Categorises the driver (e.g. Regulatory, Risk, Market, Insight) |
| Reference to the originating insight, regulation, or analysis |
| KPIs that the response is intended to influence or improve |
| (Optional) Indicates urgency or importance (e.g. High, Medium, Low) |
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The Strategic Response Model defines the following categories of drivers:
Driver Type | Description | Common Triggers | Example Rationales | Related Domains |
|---|---|---|---|---|
Regulatory change | Changes in legal or regulatory requirements | New legislation, audits | Align with safety standards; address compliance risks | Policy, Initiatives, Capabilities, Performance |
Customer demand shift | Shifting customer expectations or behaviours | Feedback, usage patterns | Improve onboarding; redesign mobile services | Strategy, ValueStream, Capabilities, Stakeholders |
Operational risk | Threats to continuity or operational efficiency | System failure, safety incidents | Enhance cyber resilience; strengthen recovery plans | Capabilities, Performance, Information, Organisation |
Technology obsolescence | Legacy or unsupported systems impacting operations | End-of-life systems, innovation lag | Modernise tech stack; enable data interoperability | Information, Capabilities, Initiatives |
Cost pressure | Financial constraints requiring efficiency or cost optimisation | Budget cuts, benchmarking | Consolidate platforms; automate manual processes | Performance, Capabilities, Initiatives, Organisation |
Workforce change | Evolving workforce dynamics | Hybrid work, attrition | Reskill staff; adapt HR policies | Organisation, Policy, Capabilities |
Stakeholder expectation | Pressure or concern from internal or external stakeholders | Board expectations, ESG concerns | Increase transparency; implement ethical compliance | Stakeholders, Policy, Performance |
Market opportunity | New market trends or emerging business opportunities | Competitor gap, new segment demand | Launch services; localise products | Strategy, ValueStream, Capabilities, Initiatives |
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