Background: Tobacco endgame, defined as elimination of commercial tobacco sales The U.S. tobacco control landscape is a complex, adaptive system shaped by diverse stakeholders, evolving products and regulations, shifting social norms, and the strategic countermeasures of a powerful industry. Managing such complexity requires more than isolated interventions—it demands a coordinated, enterprise-wide approach that accounts for dynamic interactions, feedback loops, and emergent risks. Objective: Drawing on complex systems thinking, Zachman enterprise architecture model, and public health best practices, we conceptualize tobacco control as an evolving enterprise progressing through six interconnected phases: (1) Conception & Initiation, (2) Policy & System Design, (3) Implementation & Operation, (4) Evaluation & Adaptation, (5) Consolidation & Endgame Transition, and (6) Sustainment or Sunset. Each phase incorporates governance structures, performance benchmarks, and transition criteria designed to manage interdependence and reduce systemic vulnerabilities. Results: The lifecycle framing emphasizes how tobacco control in the U.S. can evolve as a complex, adaptive enterprise—integrating public health objectives with legal, operational, and cultural change processes. This model supports strategic sequencing, cross-sector alignment, and risk mitigation against emergent industry tactics, enabling a resilient and measurable pathway to the endgame. Conclusions: Seeing tobacco control as a complex enterprise that operates under a lifecycle model may offer a roadmap for achieving and sustaining the tobacco endgame. Using this approach may enhance policy coherence, resource efficiency, and adaptability, ensuring tobacco endgame is achieved.

Our lives are becoming more and more digital, and this has an impact on how we work, study, communicate, and interact. Businesses are currently digitally altering their information systems, procedures, culture, and strategy. Existing businesses and economies are severely disrupted by the digital revolution. The Internet of Things, microservices, and mobile services are examples of IT systems with numerous, dispersed, and very small structures that are made possible by digitization. Utilizing the possibilities of cloud computing, mobile systems, big data and analytics, services computing, Internet of Things, collaborative networks, and decision support, numerous new business prospects have emerged throughout the years. The logical basis for robust and self-optimizing run-time environments for intelligent business services and adaptable distributed information systems with service-oriented enterprise architectures comes from biological metaphors of living, dynamic ecosystems. This has a significant effect on how digital services and products are designed from a value- and service-oriented perspective. The evolution of enterprise architectures and the shift from a closed-world modeling environment to a more flexible open-world composition establish the dynamic framework for highly distributed and adaptive systems, which are crucial for enabling the digital transformation. This study examines how enterprise architecture has changed over time, taking into account newly established, value-based relationships between digital business models, digital strategies, and enhanced enterprise architecture.