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Smart Business Architect


Business strategy, inovation..

Business strategy, inovation..

Published in Business , Education
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  • END-USER LICENSE AGREEMENT AND LIMITED WARRANTY Grant of License and Ownership This Ten3 Smart e-Course (“Smart Course”) is licensed, not sold, to you by Vadim Kotelnikov, the author (“Licensor”), and in consideration of your payment of the license fee, which is a part of the price you paid, and your agreement to these terms. This license allows you to use and display your copy of the Smart Course on a single computer (i.e. with a single CPU) at a single location for learning and presentational use only, so long as you comply with the terms of this Agreement. You may make one copy for back up, or transfer your copy to another CPU, provided that the Smart Course is usable on only one computer. You may disassemble, rearrange or translate the Smart Course without changing its individual slides and removing the reference to the source. You may also print out the Smart Course as slides or handouts for your personal use. Restrictions You may not transfer or distribute the Smart Course to anyone else. Except for backup, you may not copy the Smart Course. You may not network the Smart Course or otherwise use it on more than one computer or computer terminal at the same time. You may be held legally responsible for any copying or copyright infringement which is caused by your failure to abide by the terms of these restrictions. Termination This license is effective until terminated. This license will terminate without notice from the Licensor if you fail to comply with any provisions or limitations of this license. Upon termination, you shall destroy all copies of the Smart Course software. Should you have any questions concerning this agreement or if you wish to contact the Licensor for any reason, please send e-mail to:


  • 1. SMART Business Architect Building a balanced, synergistic, and innovation-driven enterprise 150 PowerPoint Slides + 15 0 Half-page Executive Summaries By Vadim Kotelnikov Inventor, Author, and Founder Ten3 Business e-Coach Version: February 2006 Developing Innovation System Balancing Business System Synergizing Business Processes Developing Growth Strategies Building a Winning Organization Leading Empowered Employees Business Systems Thinking Ten3 SMART Mini-course: S ynergistic, M otivational, A chievement-oriented, R apid, T echnology- powere d Ten3 Business e-Coach The world’s leading source of inspiration, innovation, and unlimited growth! We help you change the World! This is a demo version (7 slides) Click here to see the complete list of slides
  • 2. SMART Business Architect © 2006 Vadim Kotelnikov , Inventor, Author & Founder, Ten 3 Business e-Coach,
    • Business Architect: Core Tasks and Skills
    • Balancing Your Business Model and Business System
    • Developing Sustainable Growth Strategies
    • Leading Empowered People and Orchestrating Talents
    • Building a Winning Organization
    • Synergizing Business Processes
    • Developing Corporate Innovation System
    Click Click Click Click Click Click Click Click here to see the complete list of slides
  • 3. Developing Innovation System Balancing Business System Synergizing Business Processes Developing Growth Strategies Building a Winning Organization Leading Empowered Employees Business Architect Cross-functionally Excellent Business Development Expert © Vadim Kotelnikov Business Systems Thinking Business architects are in growing demand. They are cross-functionally excellent people who can:
    • tie several silos of business development expertise together
    • create synergies
    • design a winning business model and a balanced business system
    • lead people who will put their plans into action
    More information at “ Business Architect ”
  • 4. Building a Sustainable Growth Business Ten Rules © Vadim Kotelnikov Make business fun. 10 Institutionalize innovation. 9 Live speed. 8 Be the market leader – introduce disruptive products. 7 Reinvent your business continually. 6 Create a winning organization. 5 Focus on and care about your customer. 4 Build and synergize corporate capabilities. 3 Define shared values and let values rule. 2 Believe in your vision and your business. Commit to it. 1
  • 5. CONTINUOUS GROWTH RAPID GROWTH INITIAL GROWTH START UP Define product & market niche. Create your business model. Prepare a business plan. Build management team. Protect your competitive advantage. Raise venture capital. Create your brand. Produce and differentiate your product. Capture market share. Launch differentiated produce. Gain repeat customers. Expand channels & revenues. Expand management team. Train and coach employees. Start inventing your second stage of growth. Reinvent differentiation & competitive strategies Cultivate leaders. Empower employees. Broaden lines, extend geographic coverage. Inject relentless growth attitude in your people. Build a balanced business system. Keep reinventing your growth strategies. Establish a responsive innovation system. Develop capability for flexibility & speed. High-Growth Business Development Business Leader’s Tasks at Different Growth Stages © Vadim Kotelnikov More information at “ Venturepreneur ”
  • 6. Sustainable Growth Strategies © Vadim Kotelnikov IMPROVEMENT STRATEGIES
    • Synergistic Organization
    • Inclusive Company / 7-S Model
    • Corporate Capabilities
    • Results-Based Leadership
    • Innovation Management System
    • Value Chain Management
    • Business Process Management
    • Systemic Innovation
    • Continuous Improvement
    • Disruptive Product Development
    • Radical Project Management
    • In-company Ventures
    • Spinouts
    • Cooperative Research & Design
    • Strategy Innovation
    • Opportunity-driven Growth
    • Venture Investing / Acquisitions
    • Joint Ventures
    • Balanced Business System
    • Managing Change & Moving with Speed
    • Competitive and Differentiation Strategies
    VISION Sustainable Competitive Advantage More information at “ Sustainable Growth Strategies ”
  • 7. Business Architect Cross-functional Expertise Requirements
    • Strong in strategic, analytical and systems thinking. Able to see:
    • The context of the business architecture
    • The big picture
    • Beyond the obvious
    • Connections between situations that are not obviously related
    • Key or underlying issues in complex situations
    • Deep knowledge of the business model and business system
    • Business development and sustainable growth strategies
    • Competitive strategies
    • Enterprise-wide business process management (EBPM)
    • Innovation system
    • Synergistic marketing and selling strategies
    • People strategies
    • Leadership, teambuilding, communication, and negotiation skills
    More information at : “ Business Architect ”
  • 8. Modern Business Leader Cross-functional Excellence Leadership & People Skills Entrepreneurship & Business Models Management & Business System Sustainable Growth Strategies Business Process Management Innovation Management Selling & Competitive Strategies Discovering Winning Synergies It is more important for an organization to be cross-functionally excellent than functionally excellent. If you learn not one, but the whole spectrum of notes, you will not have to play mono-tone music all the time. You will discover much more opportunities and create great symphonies and improvise whenever necessary. Widen your horizons and discover winning synergies! © Vadim Kotelnikov More information at “ Cross-functional Excellence ”
  • 9. Systems Thinking A Core Competence of a Business Architect and Leader Systems thinking is your ability to see things as a whole (or holistically) including the many different types of relationships between the many elements in a complex system.
    • Complex System Rules of Thumb
    • By Gene Bellinger
    • Everything is connected to everything else
    • You can never do just one thing
    • There are no simple solutions and final answers
    • Every solution creates new problems
    • "Obvious solutions" do more harm than good
    • Loose systems are often better
    • Look for high leverage points
    • Nature knows best
    More information at “ Systems Thinking ” combining analytical and synthetical thinking Systemic Thinking thinking methodically Systematic Thinking dealing with the whole system and thinking about how things interact with one another Systems Thinking
  • 10. Instead of Introduction For the vast majority of companies, having well-defined visions and mission statements changes nothing. The exercise of crafting them is a complete waste of time and talent if visions and mission statements are used for nothing but being published in the annual report and displayed in a reception area. To be able to energize employees to work towards corporate goals, visions and missions should be more than a sign on the wall. Executives and managers should live them, be seen living them, and constantly communicate them to their employees. Vision Vision is a short, succinct, and inspiring statement of what the organization intends to become and to achieve at some point in the future, often stated in competitive terms. Vision refers to the category of intentions that are broad, all-intrusive and forward-thinking.  It is the image that a business must have of its goals before it sets out to reach them. It describes aspirations for the future, without specifying the means that will be used to achieve those desired ends. Mission Statement A mission statement is an organization's vision translated into written form. It makes concrete the leader's view of the direction and purpose of the organization. For many corporate leaders it is a vital element in any attempt to motivate employees and to give them a sense of priorities Setting Goals The major outcome of strategic road-mapping and strategic planning, after gathering all necessary information, is the setting of goals for the organization based on its vision and mission statement. A goal is a long-range aim for a specific period. It must be specific and realistic. Long-range goals set through strategic planning are translated into activities that will ensure reaching the goal through operational planning. Strategic Intent A strategic intent is a company's vision of what it wants to achieve in the long term. It must convey a significant stretch for your company, a sense of direction, discovery, and opportunity that can be communicated as worthwhile to all employees. It should not focus so much on today's problems but rather on tomorrow's opportunities. SMART Business Architect Click here to see the list of all Ten3 e-Coaching Products This is a demo version (7 slides, no Executive Summaries) Sample Ten3 slide with a half-page Executive Summary
    • Buy now
    • the complete Ten3 Mini-course!
    • 150 PowerPoint slides +
    • 150 Half-page Executive Summaries
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    Click here to see the complete list of slides SMART Business Architect