The document discusses key aspects of managing a modern enterprise. It states that an enterprise should be defined as an ecosystem of value where information can flow freely. Customer aspirations, not a business's own aspirations, are most important. Processes should enable differentiation, not just repetition, and should impact customers towards growth. Managing an enterprise requires balancing outcomes and results to bridge potential and performance. Leadership must unify around a common frame of reference for successful global implementation.

1. Insight into the Science of Managing the Modern Enterprise
Subbu Iyer

2. An enterprise needs to be defined differently today…as an ecosystem of
Value…mainly because information can freely flow across in real-time!
No matter what your enterprise, Information is critical to connect and
collaboration is key to success…

3. The instant the word business is spelt, it means CUSTOMERS. A Customer “Pays”
for the Product and / or Services you have to offer.
It is not about what you aspire for your business but what your customer aspires
for their business that matters…

4. Process is meant for Differentiation, not Repetition. It is a set of related differentiating
activities that delivers an Outcome for a Customer…Internal or External!
Different not just for the sake of being different. Rather, influencing and impacting
customers in Thought and Action towards growth and wealth creation…

5. It is the balancing of “Outcomes” and “Results”…bridging the gap between
Potential and Performance.
It is the art of marrying strategy with operations and continuously and
concurrently brokering renewal; not score keeping but actually scoring…

6. In essence…
 Enterprise =
Value
 Business =
Innovation
 Customer =
Process
 Management =
Excellence
Design
How you imagine your enterprise and shape its outcomes will directly impact
your success.
Design is deliberate in Imagining Value, not an accident. Excellence is discipline
in the process of Innovating, not an operational drill…

7. DEFINITION /
PURPOSE
STRATEGIC
JUSTIFICATION
CRITICAL SUCCESS
FACTORS
Key Performance
Indicators
Information, Knowledge, Intelligence, Socialization, Mobility & Access are all useless
without a common FRAME OF REFERENCE (F.O.R.)…

8. In essence…
 Definition ~ Mission
 Strategic Justification ~
Vision (Innovation)
 Critical Success Factors
~ Cutting Edge
Capabilities & Enablers
(Transformation)
 Key Performance
Indicators ~ Customer’s
Experience (Aspiration)
 Performance Measures
~ Enterprise Goals &
Objectives (Renewal)
Implement
Leadership and Management need to UNIFY for a Common FRAME OF
REFERENCE as the first step of a successful global enterprise.
Contrary to popular opinion, implementations don’t fail due to a lack of will;
they fail due to the willing being defeated and the unwilling anointed…

10. Subbu Iyer, CEO, Acropetal Inc.
subbu.iyer@acropetalinc.com
https://subbuiyer.wordpress.com
http://www.linkedin.com/in/subbuiyer/