A Comprehensive, industry-agnostic, multi-purpose Supply Chain Management functional area business capability model. Visit: https://www.ciopages.com/store/supply-chain-management-business-capability-model/
Capability-based Business Model TransformationIlia Bider
Presentation at Ascendia workshop 2014
Any organization in subject of changes in the environment, or having the desire to improve, needs to change their processes, personnel and their use of resources. Changes, may they be called for by external threats or opportunities or internal strengths or weaknesses, take their departure in an organizations existing capabilities. To support change, there is thus a fundamental need to understand and analyse an organizations capabilities in order to perform changes. In this paper we present an approach to support organizational change by the use of a capability based recursive analysis, and a set of improvement patterns. The recursive analysis is based on resource types, and capability sub-types. We illustrate the approach by using several examples taken from the industry.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
Incorporating A DesignOps Approach Into Solution ArchitectureAlan McSweeney
Solution architecture and design is concerned with designing new (IT) solutions to resolve problems or address opportunities . In order to solve a problem, you need sufficient information to understand the problem. If you do not understand the scope of the required solution you cannot understand the risks associated with the implementation approach.
Getting the solution wrong can be very expensive. The DesignOps approach is a unified end-to-end view of solution delivery from initial concept to steady state operations. It is a design-to-operations approach identifying all the solution design elements needed to ensure the delivery of a complete solution.
Solution architecture and design teams are becoming larger so more co-ordination, standardisation and management is required. The increasing focus on digital transformation increases the need for improved design as business applications are exposed outside the organisation. Solution complexity is increasing. The aim of the DesignOps approach is to improve solution design outcomes.
Capability-based Business Model TransformationIlia Bider
Presentation at Ascendia workshop 2014
Any organization in subject of changes in the environment, or having the desire to improve, needs to change their processes, personnel and their use of resources. Changes, may they be called for by external threats or opportunities or internal strengths or weaknesses, take their departure in an organizations existing capabilities. To support change, there is thus a fundamental need to understand and analyse an organizations capabilities in order to perform changes. In this paper we present an approach to support organizational change by the use of a capability based recursive analysis, and a set of improvement patterns. The recursive analysis is based on resource types, and capability sub-types. We illustrate the approach by using several examples taken from the industry.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
Incorporating A DesignOps Approach Into Solution ArchitectureAlan McSweeney
Solution architecture and design is concerned with designing new (IT) solutions to resolve problems or address opportunities . In order to solve a problem, you need sufficient information to understand the problem. If you do not understand the scope of the required solution you cannot understand the risks associated with the implementation approach.
Getting the solution wrong can be very expensive. The DesignOps approach is a unified end-to-end view of solution delivery from initial concept to steady state operations. It is a design-to-operations approach identifying all the solution design elements needed to ensure the delivery of a complete solution.
Solution architecture and design teams are becoming larger so more co-ordination, standardisation and management is required. The increasing focus on digital transformation increases the need for improved design as business applications are exposed outside the organisation. Solution complexity is increasing. The aim of the DesignOps approach is to improve solution design outcomes.
Documentation Framework for IT Service DeliverySimon Denton
I developed this for a project that I am currently involved in. The project aim is to develop a documentation framework for the provision of IT as a Service. I devised the framework using the Microsoft Operations Framework as ‘glue’ between other frameworks like ITIL. I thought I’d share it as it might be useful to others who are in a similar situation. The end result is a relatively compact set of documents for each service offered by IT.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Object Oriented Business Capability Map - IIBA 2022 - Draft.pptxAustraliaChapterIIBA
Join IIBA® Melbourne as they host an online event specifically on how to develop business capability maps.
About this event
Ever wondered how to develop business capability maps? or perhaps you need a refresher?
Join Mohammad Mirkarimi Senior Business Architect at Capsifi and David Grindlay Principal Business Architect at Capsifi as they guide us through this session.
Captivated by art, science and business - Mohammad is trying to bring these three together. Moh is a drummer, a physics and biology enthusiast, and a business architect and analyst. He has studied Engineering, Business Management and Finance in academia. Also, equipped with IIBA, TOGAF and The Business Architecture Guild bodies of knowledge. Moh has worked as team member, leader and visionary in Management Consulting, Banking, Wealth, Insurance, Government, Telecom and Education industries.
With over 15 years of experience implementing software, David started his career as a business analyst in South Africa primarily in the financial services – insurance industry. In 2014 he moved over to Australia where he really started to observe the notorious gap between business strategies and project roadmaps as well as the downstream implications. More recently in his career, he gained broader exposure to other industries (Retail, Financial Services, Government and Hospitality) helping to structurally decompose business strategies, define the business landscape and help project teams (Business and Technical) realise and align on their common purpose. Today, David considers himself a Business Architect, doing whatever it takes to help companies realise their vision.
This session will contain two parts:
The first part is about learning the basics. There will also be time to review some theoretical stuff – but we promise it won’t be boring! We’ll review The Business Architecture Guild’s view by taking an Object-oriented approach to developing a business capability map
In the second part, we’ll pick a business (a simple one for this exercise, e.g. local cafe) and apply what we’ve studied to develop a business capability map for the chosen business.
At the end of the session, there will be time to share our learnings!
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
A revised TOGAF ADM for whole-of-enterprise architecture developmentTetradian Consulting
Two-page summary of whole-of-enterprise architecture methodology from book "Bridging the Silos" (Tom Graves: Tetradian Books, 2008) - use this as a reference sheet whilst working.
[Based in part on TOGAF (The Open Group Architecture Framework); extensions (c) Tetradian 2008]
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
Guiding Principles for the Low Code Revolution – Intuit QuickBase EMPOWER2015...QuickBase, Inc.
In an environment of increasing digital transformation, technology leaders are supporting teams that require solutions in days or weeks, not months.
Low-code platforms are now on the rise to help you keep pace with this trend, your competitors, and your employees.
Understand the limitations and implications of traditional software delivery
Learn how low-code platforms are changing the game by increasing the pace of app delivery and experimentation, lowering start-up costs, and empowering end users to build on their own while adhering to IT governance
Hear best-in-class practices for evaluating low-code platforms and organizing your technology resources to achieve success
A Mapping of Current Vendor Solutions to the EMMM Business Capability ModelReal IRM
Application Portfolio Management in Mining
Application Classification Model Development
Using the Classification Reference Model
EMMM Business Capability Model Mapping
Meet our speakers and download this presentation(and more) at http://www.realirm.com/about-us/speakers-forum
Documentation Framework for IT Service DeliverySimon Denton
I developed this for a project that I am currently involved in. The project aim is to develop a documentation framework for the provision of IT as a Service. I devised the framework using the Microsoft Operations Framework as ‘glue’ between other frameworks like ITIL. I thought I’d share it as it might be useful to others who are in a similar situation. The end result is a relatively compact set of documents for each service offered by IT.
Strategic Operating Model Defines How a Company Looks and Works. This document gives a good overview of the the various aspects of the concept including:
1. Understand the Linkage Between Strategy and an Operating Model.
2. Recognize the Key Components of a Company’s Operating Model.
3. Familiarize Use of Operating Models to Make Comparisons Across Companies.
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Object Oriented Business Capability Map - IIBA 2022 - Draft.pptxAustraliaChapterIIBA
Join IIBA® Melbourne as they host an online event specifically on how to develop business capability maps.
About this event
Ever wondered how to develop business capability maps? or perhaps you need a refresher?
Join Mohammad Mirkarimi Senior Business Architect at Capsifi and David Grindlay Principal Business Architect at Capsifi as they guide us through this session.
Captivated by art, science and business - Mohammad is trying to bring these three together. Moh is a drummer, a physics and biology enthusiast, and a business architect and analyst. He has studied Engineering, Business Management and Finance in academia. Also, equipped with IIBA, TOGAF and The Business Architecture Guild bodies of knowledge. Moh has worked as team member, leader and visionary in Management Consulting, Banking, Wealth, Insurance, Government, Telecom and Education industries.
With over 15 years of experience implementing software, David started his career as a business analyst in South Africa primarily in the financial services – insurance industry. In 2014 he moved over to Australia where he really started to observe the notorious gap between business strategies and project roadmaps as well as the downstream implications. More recently in his career, he gained broader exposure to other industries (Retail, Financial Services, Government and Hospitality) helping to structurally decompose business strategies, define the business landscape and help project teams (Business and Technical) realise and align on their common purpose. Today, David considers himself a Business Architect, doing whatever it takes to help companies realise their vision.
This session will contain two parts:
The first part is about learning the basics. There will also be time to review some theoretical stuff – but we promise it won’t be boring! We’ll review The Business Architecture Guild’s view by taking an Object-oriented approach to developing a business capability map
In the second part, we’ll pick a business (a simple one for this exercise, e.g. local cafe) and apply what we’ve studied to develop a business capability map for the chosen business.
At the end of the session, there will be time to share our learnings!
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
A revised TOGAF ADM for whole-of-enterprise architecture developmentTetradian Consulting
Two-page summary of whole-of-enterprise architecture methodology from book "Bridging the Silos" (Tom Graves: Tetradian Books, 2008) - use this as a reference sheet whilst working.
[Based in part on TOGAF (The Open Group Architecture Framework); extensions (c) Tetradian 2008]
Your Challenge
Organizations have to adapt to a growing number of trends, putting increased pressure on IT to move at the same speed as the business.
The business, seeing that IT is slower to react, looks to external solutions to address its challenges and capitalize on opportunities.
IT and business leaders don’t have a clear and unified understanding or definition of an operating model.
Our Advice
Critical Insight
The IT operating model is not a static entity and should evolve according to changing business needs.
However, business needs are diverse, and the IT organization must recognize that the business includes groups that consume technology in different patterns. The IT operating model needs to support and enable multiple groups, while continuously adapting to changing business conditions.
Impact and Result
Determine how each technology consumer group interacts with IT. Use consumer experience maps to determine what kind of services consumer groups use and if there are opportunities to improve the delivery of those services.
Identify how changing business conditions will affect the consumption of technology services. Classify your consumers based on business uncertainty and reliance on IT to plan for the future delivery of services.
Optimize the IT operating model. Create a target IT operating model based on the gathered information about technology service consumers. Select different implementations of common operating model elements: governance, sourcing, process, and structure.
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
Guiding Principles for the Low Code Revolution – Intuit QuickBase EMPOWER2015...QuickBase, Inc.
In an environment of increasing digital transformation, technology leaders are supporting teams that require solutions in days or weeks, not months.
Low-code platforms are now on the rise to help you keep pace with this trend, your competitors, and your employees.
Understand the limitations and implications of traditional software delivery
Learn how low-code platforms are changing the game by increasing the pace of app delivery and experimentation, lowering start-up costs, and empowering end users to build on their own while adhering to IT governance
Hear best-in-class practices for evaluating low-code platforms and organizing your technology resources to achieve success
A Mapping of Current Vendor Solutions to the EMMM Business Capability ModelReal IRM
Application Portfolio Management in Mining
Application Classification Model Development
Using the Classification Reference Model
EMMM Business Capability Model Mapping
Meet our speakers and download this presentation(and more) at http://www.realirm.com/about-us/speakers-forum
Don't be scared, level zero in a capability map is just a way to structure the map so that we have a consistent way of communicating. It's really not that important if all you wish todo is create an excellent set of capabilities for your business. However if you are intent on changing the foundation of your business then level zero is absolutely imperative to get right. Capabilities and capability maps are not organization structures, they do however serve as a powerful instrument when one need to create an organization architecture, in fact they are best thought of as organizing structures.
Business Value Measurements and the Solution Design FrameworkLeo Barella
The presentation covers a process and artifacts to establish better communication between business and IT and improve the quality and consistency of solutions. It also includes a tool to measure business value of the solutions that are being proposed and allows the business audience to make educated choices based on overall IT Business impact.
HCLT Brochure: Transformation of Transportation SystemsHCL Technologies
HCL brings to CIOs, a complete assessment framework and methodology to help transform their core operations systems. HCL’s comprehensive diagnostic toolkit, combined with pre-defined KPIs, helps CIOs benchmark the current state of operations, thereby providing a baseline and roadmap for moving on to a standardized, ‘global freight forwarding and transportation platform’ built on a scalable and flexible applications architecture.
Collaborative Transportation: Improving Competitiveness in Australia Chainalytics
Originally presented at the Australian Food & Grocery Council June 2015 by Richard Koch, Associate Director of Logistics at Chainalytics.
[ For a .pdf of the presentation, please contact jreints@chainalytics.com ]
Business Capability-centric Management of Services and Business Process ModelsWassim Derguech
With the advent of Industry 4.0, more and more companies are actively working on digitising their assets (i.e., services, processes, etc.) for better control, collaboration, modularity, analysis, etc. By 2020 more than 80% of companies will have digitised their business processes and value chains. This creates more services and processes, making their indexing, discovery, configuration, etc. more challenging. Thus, digitising assets needs a data model to describe them together with algorithms for indexing, discovery and configuration.
This thesis details a concept model for describing the business capability of services and business processes from a functional perspective in terms of what do they achieve together with related business properties. Furthermore, this work proposes the aggregation, indexing, discovery and configuration of services and business processes using the concept of business capability.
CPFR - Model for Supply Chain Co-ordinationCHIN Kok Poh
Collaborative Planning Forecast and Replenishment is a supply chain management practice for multi-tier co-ordination. This slides incoporate CPFR, Unified Communications, RFID, RTLS and Portal Collaboration technologies to execute advanced CPFR.
Customer Management Business Capability Model CIOPages
A Comprehensive, industry-agnostic, multi-purpose Customer Management functional area business capability model. Visit: https://www.ciopages.com/store/customer-management-business-capability-model/
A Comprehensive, industry-agnostic, multi-purpose Marketing Management functional area business capability model. Visit: https://www.ciopages.com/store/business-capability-model-for-marketing/
Human Resources Business Capability Model CIOPages
A Comprehensive, industry-agnostic, multi-purpose Human Resources functional area business capability model. Visit: https://www.ciopages.com/store/human-resources-business-capability-model/
Finance and Accounting Business Capability ModelCIOPages
The CIOPages.com Finance and Accounting business capability model is hierarchically decomposed list of capabilities which captures the end-to-end entities that span the finance and accounting function. Visit: https://www.ciopages.com/store/finance-accounting-business-capability-model/
This short paper explains what each Model type it is Business, Operating and Capability Maturity Reference Models. It looks at the relationship between each Model, the 'Inters' (Relationship, depencence etc) and How in Business/Organisation Change & Transformation we can leverage Capability Management to assure the success of business and op models
Today the “Supply Chain” is in a quandary. On the one hand it can be argued that it is ‘coming-of-age’, and seen as a profession... on the other hand, we are being inundated with trends pointing to the growing scarcity of Supply Chain Leaders.
Today only one in three business leaders are satisfied with their supply chain. One of the issues is the lack of agility. In this report, we share case studies on how to improve supply chain agility. This report first defines supply chain agility and then shares case studies of agility techniques that work to improve the ability to deliver the same cost, quality and customer service given the rising levels of demand and supply volatility. Each case study is supported by the Supply Chains to Admire financial analysis.
While agility is bandied about in supply chain discussions, it is often meaningless because companies do not define and execute agility strategies. In this report, we share case studies of companies successfully implementing agility strategies.
Expert opinion and guidelines on supply chain for iscea ptak prizeMd Asif Imrul
Supply chain management is a highly-detailed system used by small and large organizations likely to get products to consumers, from obtaining raw materials, manufacturing and delivering the final product to the customer. A well-organized supply chain management system involves optimizing operations functionality to be fast and efficient.
We're truly honored for getting the great opportunity to serve the CSCA & CSCM participants
Describes what a target operating mode is, and the process to distill a target operating model from a business vision or set of business strategic aims
There is increasing competition and commoditization in the information security marketplace.
For better or worse, pure technical knowledge and experience is not enough. InfoSec companies must go out of their way to demonstrate and communicate their value to potential clients. This includes optimizing and standardizing internal processes and client-facing communications. This article (the first in a series) discusses the problems facing InfoSec companies and some strategies for standing out from the crowd.
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Digital Transformation in PLM - WHAT and HOW - for distribution.pdf
Supply Chain Business Capability Model
1. Supply Chain Management Business Capability Model
What do I get?
A Supply Chain Management Business Capability Model with ~120-125
capabilities
What are Business Capabilities?
Business capabilities are described as
the foundational building blocks or
Rosetta Stone for business and
technology alignment. Business
Capabilities describe “What” a
business does.
How should I use a Capability
Model?
Supply Chain Management Business Capability Model
Product Description
Supply Chain Management Business Capability Model: A Comprehensive, industry-agnostic, multi-purpose Supply Chain
Management functional area business capability model. Our Supply Chain Management capability map spans all key
areas of the Supply Chain and is a hierarchical decomposition of “What” Supply Chain function does.
Understanding the core essence of
an enterprise and what it does.
Alignment between business and
technology with a common
language
Mapping to Applications/Services
to understand the footprint and
coverage
Creating a gap analysis between
2. Spreadsheet Presentation Slide
Word processing document
Formats:
Capability Management in a Box
DETAILS
Looking for more? Try our Capability Management in a Box…or
rather in a Spreadsheet
Why do we need a Supply Chain Business Capability
Model?
The value of business capabilities is multi-dimensional as they help bridge the
gap between business and IT, provide transparency into the essence of what a
business does, and align development efforts to strategic priorities, which helps
evolve and enhance capabilities.
Ideally, your firm should have a structured and well-defined enterprise business
capability model, of which Supply Chain Capabilities should be an integral part.
And furthermore, for the capability model to the actionable, it should be
decomposed to a slightly granular level of capabilities (Level 3 or 4) for it to be
actionable and to leverage in IT enablement projects.
One of the core functions of an enterprise is Supply Chain. In today’s highly
competitive markets, providing right product/service at the right time, at the
right price, at the right location has become ever more important. And a well-
But, our Company is unique – will it
fit us?
Of course, each company is slightly
different in terms of some capabilities
as well as how they are executed.
However, while there may be
divergence at the edges, there is a lot
of convergence at the core between
most firms. The differences may be
in part due to differences in industry,
geography, types of products and
services, and business model.
Furthermore, the relative emphasis of
the key value streams and absence
or presence of specific capabilities
current state and future state
based on Capability maturity
Understanding business needs for
IT enablement based on stable
entities
Conducting vendor analysis using
capabilities to compare apples and
apples
Leveraging in M&A to compare
capabilities and their maturity
between two firms
3. decomposed supply chain business capability map provides visibility and
structure for planning.
CIOPages Supply Chain Management Business Capability model intends to
capture a detailed view and a nuanced perspective of what Supply Chain does.
It includes the nuts and bolts function as well as emerging and value-add
functions/capabilities.
The model will help provide a jumpstart to envision a future state, conduct gap
analysis, identify capabilities which are needed/improved, and help focus
efforts on capabilities that matter!
What is a Supply Chain Management Business Capability
Model?
The Supply Chain Management Business capability model is decomposed to a
minimum of two levels across the spectrum of Supply Chain Capabilities and
many a time to levels 3 and 4 as well, depending on the granularity and
modularity required.
The capability model is structurally sound, internally coherent and maintains
principles of MECE (mutually exclusive and collectively exhaustive), to the most
part.
Supply Chain Business Capability Model – Level 1
Supply Chain
Planning
Procurement
Management
Manufacturing Warehousing
and competencies based on your
unique needs.
Last but not the least, we don’t expect
our Supply Chain Management
Business Capability Model (or any
other model in fact) to fit you 100%.
We expect you to take this as a straw
model or a base and a springboard to
achieve the level customization and
specificity you desire.
If you need professional services help
to tailor the model to your needs and
capture your firm’s unique essence,
we can help.
Contact Us for Advisory Service details.
When should we buy a
Capability Model?
Anytime is a good time! However,
there are always triggers which may
necessitate a Supply Chain
Management Business Capability
Model.
When there is a strategic review of
the Supply Chain Management
function for transformation
4. Transportation and
3rd Party Logistics
Sales Order
Management
Governance and Risk
Management
Example Decomposition of a sliver of the Supply Chain
Capability Model
Level 1
Supply Chain Planning
Procurement
Management
Manufacturing
Warehousing
Transportation and 3
Party Logistics
Sales Order
Management
Governance and Risk
Management
Level 2
Strategic Sourcing
Procurement Methods
Category Management
Mobile Enablement
Supplier Cost
Benchmarking
Level 3
Spot Buying
Tender Management
E-Auctions
Procurement Networks
Just-in-Time Ordering
Procurement
Outsourcing
Level 4
Order Forecasting
Demand-based Material
Pull
Transportation Network
Optimization
Total Cost of Material
Analysis
Real Time
Communication and
Visibility
Caveats:
But, we have a Business Capability
Model already?
Well, in that case either you can go
with it or if you require validation and
cross-reference, you will still find our
model valuable. After all, the price is
less than the one-hour of time spent
by the combined brain power
assembled in the room.
What is my ROI?
The Value of Time Spent:
Typically, it takes a team of 4-5 to
draft a Business Capability Model:
When Supply Chain systems
replacement or re-architecture is
being considered.
When Supply Chain processes are
being considered for re-
engineering.
When there is an endeavor to
create an enterprise business
architecture and a part of that the a
specific functional of Supply Chain
needs to be represented and
included.
5. Need Customization Help?
CONTACT US
Now you can multiply the average
hourly cost of the team and the hours
spent and you’ll get the story.
Opportunity Cost:
In addition to the time spent and the
associated costs of drafting routine
Capabilities, you also have an
opportunity cost.
By quickly adding/deleting/modifying
the base set of Supply Chain
Business Capabilities, it will allow you
the luxury of spending the balance of
your quality time in conceptualizing
and crafting the unique and specific
capabilities, which capture the core
essence of your company and its
practices, principles and perspectives.
Of course, let’s not forget the “Day
As the Supply Chain Management Business Capability Model is a digital product, there are
absolutely NO Returns.
Depending on your industry, the type of processes and principles, policies and practices
you have, and the scope of your transformation, some of the Capabilities may not be
relevant to you.
If you are a consultant or a consulting company, there is a different pricing, license, and
terms.
Sold on an as-is basis and no warranties
This sale does not include implementation help or support. If you need professional
services assistance, please contact us.
Please review our standard terms of service.
Product Manager
Business Architect
Enterprise ArchitectSupply
Functional Experts – 2 or 3 to
represent the broad spectrum of
functional areas.
6. Job” each of the SMEs (subject
matter experts) could be doing.
Acceleration:
Instead of spending countless hours
stretched across weeks or months,
you can have a baseline of Supply
Chain Management Business
Capabilities in a couple of sittings.
That helps you expedite and
accelerate the transformation.