Thesis (MBA)--Stellenbosch University, 2012. / ENGLISH ABSTRACT: The global music industry has undergone a radical shift in the past decade due to the recent digital revolution. Many big players in the industry have been forced to downsize their operations. Some even had to close their doors, due to the significant drop in revenues generated by the companies in the music industry. This has led to recording labels, publishing companies, and independent artists to change their business models in order for their companies to stay in business in a world where the rules of the game, as it was a few years ago, now no longer applies. This study analyses and assesses the strategic architecture of an international music licensing company, CCLI Africa. Even though the company has been operating its business successfully since 1995, it has never formalised its strategic architecture. The research study thus performed a thorough strategic architecture assessment of CCLI Africa and concluded with a strategy map and Balanced Scorecard to be utilised as practical tools to monitor the company’s achievements in terms of its strategic initiatives. It also investigated methods whereby the current strategic architecture can be innovated in order to ensure a robust and sustainable business for the company. The research question can be expressed as follows: What can be learned from the current strategic architecture of CCLI Africa and how can it be improved to ensure a robust business model in an ever-changing music industry? The study focused on a qualitative methodological approach and the literature review was done by exploring the various schools of thinking in the field of business model innovation and growth.