The Austin Dynamics Method Suite
Business architecture examines how an organization’s decisions, operating processes, and public identity fit together. Fannie Austin uses the AUSTIN Framework™, 6C Framework™, and ADEX Method™ to guide that work.
Each method has a distinct purpose. The right starting point depends on the problem your organization needs to solve. The summaries below explain their applications; detailed tools remain part of the agreed engagement.
How the methods guide an engagement.
The methods address different questions within business architecture. An engagement may begin by examining the organization, focus on healthcare alignment, or move an agreed direction into operating practice.
AUSTIN Framework™
Use AUSTIN when the underlying business problem is still unclear. This diagnostic approach examines the business model and where its parts are misaligned, helping leaders identify which decisions need attention before choosing a solution.
6C Framework™
Use 6C when healthcare delivery, team experience, and institutional priorities need to be examined together. This trauma-informed approach focuses on healthcare equity and organizational alignment, including how people experience the systems around their work and care.
ADEX Method™
Use ADEX when the direction is agreed but implementation is getting stuck. The method connects priorities with practical action by examining who owns the work, the order in which it happens, and the operating routines that support delivery.
Business architecture in practice
Where the methods apply.
The work begins with a specific organizational problem. These are some of the contexts in which the methods can guide an engagement.
- Healthcare leaders
Examine how policy and compliance requirements reach daily operations, how decisions are owned, and where delivery and institutional priorities are misaligned.
- Founders
Assess how the business model works in practice. Clarify responsibilities and operating processes before expanding an offer or committing to implementation.
- Community organizations
Examine how the organization’s structure supports its mission and relationships. Consider who participates in decisions and who experiences their consequences.
- Clinic and care teams
Review workflows and handoffs across care delivery. Examine team experience and the responsibilities that connect operational practice with institutional requirements.
- Project owners
When implementation stalls, examine decision ownership, dependencies, and the sequence of work. Use that understanding to define operating routines and checkpoints.
- Organizations in transition
A new team, market, or delivery model can expose gaps in the existing structure. Examine which responsibilities and processes need to change.
- Brand and equity work
Connect public positioning with the way the organization operates. Examine whose perspectives inform the work and whether its systems reflect the commitments it communicates.
Start with the problem in front of you.
Book a 30-minute meeting with Fannie Austin to discuss what is getting stuck and which approach may fit. The conversation can establish whether an engagement is appropriate and what its scope should address.