This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/the-zachman-framework-unlocked-331
The Zachman frame work is the corner stones in the discipline of Enterprise Architecture, but as the discipline itself it struggles to demonstrate how it can deliver value to the business.
Please find a presentation of how you can unlock the (Business) value of the Zachman framework as well as your Enterprise Architecture initiatives.
Service-oriented architecture, or SOA, is well-known as a way to structure IT systems. It has obvious connections with enterprise-architecture: a key theme of TOGAF (The Open Group Architecture Framework) conferences has been about how IT-architecture underpins SOA. Yet SOA can - and must - be about more than just IT. The aim of this presentation is to extend SOA ideas to the whole enterprise, as "the service oriented enterprise" - and adapt the TOGAF ADM to suit.
[Presentation at TOGAF Conference, Glasgow, April 2008. Describes TOGAF 8.1, but most details apply as much to TOGAF 9. Copyright (c) Tetradian Consulting 2008]
Respect as an architectural issue: a case-study in business survivalTetradian Consulting
The client: a large bank in Latin America. The business problem: loss of respect of the company in the market and the broader community, plummeting from highest to lowest in the region in a matter of months, with impacts throughout all aspects of the business. This real-life case study explores, step-by-step, the actual practices and underlying architecture principles that were used to tackle a major strategic issue with enterprise-wide scope, and set the groundwork for subsequent process development.
Service-oriented architecture, or SOA, is well-known as a way to structure IT systems. It has obvious connections with enterprise-architecture: a key theme of TOGAF (The Open Group Architecture Framework) conferences has been about how IT-architecture underpins SOA. Yet SOA can - and must - be about more than just IT. The aim of this presentation is to extend SOA ideas to the whole enterprise, as "the service oriented enterprise" - and adapt the TOGAF ADM to suit.
[Presentation at TOGAF Conference, Glasgow, April 2008. Describes TOGAF 8.1, but most details apply as much to TOGAF 9. Copyright (c) Tetradian Consulting 2008]
Respect as an architectural issue: a case-study in business survivalTetradian Consulting
The client: a large bank in Latin America. The business problem: loss of respect of the company in the market and the broader community, plummeting from highest to lowest in the region in a matter of months, with impacts throughout all aspects of the business. This real-life case study explores, step-by-step, the actual practices and underlying architecture principles that were used to tackle a major strategic issue with enterprise-wide scope, and set the groundwork for subsequent process development.
The first thing for EA professional to do is to map the Enterprise for every one to comprehend a tangible enterprise. This presentation shares Enterprise Map experience which has been useful for both business and technical community. In the speaker’s experience, the Enterprise Map is the few EA artifact that has retained its value long after delivery. While other EA artifacts end up as shelf-ware (and hence long forgotten in the EA repository), sets of Enterprise Maps make it much easier to explain EA concepts (at least in comparison to the Zachman framework).
Not only does the Enterprise Map help to unravel the “big picture” of the enterprise, but it also facilitates enterprise collaboration. Gaining a true understanding of the enterprise is a collaborate process; this process is well-illustrated in the story of the blind man and the elephant. Thus, the formulation of the Enterprise Map also serves to create a culture of collaboration throughout the enterprise.
One can draw parallels between the Enterprise Map (and its function as the “ground work” of EA) and an engineering survey. The Enterprise Map is not just a glorified diagram output from a complicated EA system; rather, it is built piece-by-piece from the hard work and total participation of various stakeholders. In fact, the Enterprise Map does not require a complicated EA system – it can be prepared with basic tools and manual processes (e.g., Microsoft Visio / SmartDraw).
Presentation at Vlerick Business School, Brussels, 26 September 2014 - describes a variety of approaches, techniques and case-studies for mapping out the desired sequence of change in medium- to large-scale business-transformation.
http://www.bizsum.com - A company’s failure to innovate sends customers to other organizations that provide better value and convenience.
Today’s companies need a go-to resource that will help them maximize their use of information technology (IT) and understand it for what it is: an integral resource upon which business productivity, profitability, and efficiency depend if it is to succeed.
Are You an Accidental or Intention Software ArchitectRandy Ynchausti
This presentation challenges viewers to consider what knowledge body and skills base a professional software architect possesses. It was presented originally at the UT IASA Chapter meeting November 21, 2013.
Why do enterprise-architecture fail? Three of the most common causes are:
-- Blurring between the distinct rolesof architecture and design
-- Starting architecture too lateand/or finishing too early in the process for making something real
-- Placing arbitrary constraintson content, scope and/or scale
Each of these errors causes the architecture to fragment and then fail.
In this slidedeck, we explore the causes for each of these errors, why they occur, the effects that the errors have, and what to do to avoid them.
Talk I gave at the IT Architect Regional Conference in Phuket Thailand on October 8th, 2009. Full title as given was "Agile Architecture: A practical approach for combining holistic design with process agility". Happily it seemed to be well received.
Vision, Role, Mission, Goal: a framework for business motivationTetradian Consulting
This presentation outlines a framework and method to describe business motivation within business architecture and enterprise architecture.
[Copyright (c) Tetradian Consulting 2007]
How To Make A Demand Management FrameworkMalcolm Ryder
Managing demand is critical to both efficacy and viability for any organization with ongoing heavy workloads or large consituencies. But "demand management" is routinely used to label the wrong thing. Seen properly as something that exists whether we respond to it or not, demand has its own life and impact. This general discussion surveys the distinction of demand and what to do with it.
The first thing for EA professional to do is to map the Enterprise for every one to comprehend a tangible enterprise. This presentation shares Enterprise Map experience which has been useful for both business and technical community. In the speaker’s experience, the Enterprise Map is the few EA artifact that has retained its value long after delivery. While other EA artifacts end up as shelf-ware (and hence long forgotten in the EA repository), sets of Enterprise Maps make it much easier to explain EA concepts (at least in comparison to the Zachman framework).
Not only does the Enterprise Map help to unravel the “big picture” of the enterprise, but it also facilitates enterprise collaboration. Gaining a true understanding of the enterprise is a collaborate process; this process is well-illustrated in the story of the blind man and the elephant. Thus, the formulation of the Enterprise Map also serves to create a culture of collaboration throughout the enterprise.
One can draw parallels between the Enterprise Map (and its function as the “ground work” of EA) and an engineering survey. The Enterprise Map is not just a glorified diagram output from a complicated EA system; rather, it is built piece-by-piece from the hard work and total participation of various stakeholders. In fact, the Enterprise Map does not require a complicated EA system – it can be prepared with basic tools and manual processes (e.g., Microsoft Visio / SmartDraw).
Presentation at Vlerick Business School, Brussels, 26 September 2014 - describes a variety of approaches, techniques and case-studies for mapping out the desired sequence of change in medium- to large-scale business-transformation.
http://www.bizsum.com - A company’s failure to innovate sends customers to other organizations that provide better value and convenience.
Today’s companies need a go-to resource that will help them maximize their use of information technology (IT) and understand it for what it is: an integral resource upon which business productivity, profitability, and efficiency depend if it is to succeed.
Are You an Accidental or Intention Software ArchitectRandy Ynchausti
This presentation challenges viewers to consider what knowledge body and skills base a professional software architect possesses. It was presented originally at the UT IASA Chapter meeting November 21, 2013.
Why do enterprise-architecture fail? Three of the most common causes are:
-- Blurring between the distinct rolesof architecture and design
-- Starting architecture too lateand/or finishing too early in the process for making something real
-- Placing arbitrary constraintson content, scope and/or scale
Each of these errors causes the architecture to fragment and then fail.
In this slidedeck, we explore the causes for each of these errors, why they occur, the effects that the errors have, and what to do to avoid them.
Talk I gave at the IT Architect Regional Conference in Phuket Thailand on October 8th, 2009. Full title as given was "Agile Architecture: A practical approach for combining holistic design with process agility". Happily it seemed to be well received.
Vision, Role, Mission, Goal: a framework for business motivationTetradian Consulting
This presentation outlines a framework and method to describe business motivation within business architecture and enterprise architecture.
[Copyright (c) Tetradian Consulting 2007]
How To Make A Demand Management FrameworkMalcolm Ryder
Managing demand is critical to both efficacy and viability for any organization with ongoing heavy workloads or large consituencies. But "demand management" is routinely used to label the wrong thing. Seen properly as something that exists whether we respond to it or not, demand has its own life and impact. This general discussion surveys the distinction of demand and what to do with it.
Estimation is critical to IT demand management as today's senior IT executives deal with a familiar challenge - how to balance the size of the development team with the company's software wish list. Modern estimation techniques offer critical insight into this challenge. In this presentation, you will learn the ins and outs of estimation and how to effectively utilize estimation to ensure project success.
Service based / modeled IT operations demands that Infrastructure needs are catered to with minimal disruptions and loss of user experience. Demand and capacity management for a critical cog in IT / service design to ensure that the service / infrastructure is fully available to users through its lifecycle
Design, Build and Run an Effective IT (Service) Strategy to Business NeedsFlevy.com Best Practices
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/design-build-and-run-an-effective-it-service-strategy-to-business-needs-279
The "Deliver Business Value with IT" series provides a good overview and actionable material of the ways a CIO can provide valuable and effective support to your company strategy and leverages business model concepts to deliver business value from IT. Martin Palmgren propose an extremely solid piece of work that comes across as the A-Z reference of how to execute and implement IT strategy from a CEO and CIO level perspective."
Executive Summary:
The CIO and the IT Department need to position as premium provider of IT services and focus on value to cost.
In order to avoid the "do we really need a CIO and IT department to bother us with technology when we can use the cloud?" the CIO has to ensure that the business strategy and business objectives are supported by IT (from a Business and IT architecture perspective). Where the IT Strategy support Strategy execution, "Time to Market", Cost Effectiveness and stakeholder expectations from an Executive, Business Unit, IT Management and IT Risk Management perspective.
CANVASSED in a Business (IT) Strategy Canvas: Business Vision, ArchitectureFlevy.com Best Practices
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/canvassed-in-a-business-it-strategy-canvas-business-vision-architecture-289
The "Deliver Business Value with IT" series provides a good overview and actionable material of the ways a CIO can provide valuable and effective support to your company strategy and leverages business model concepts to deliver business value from IT. Martin Palmgren propose an extremely solid piece of work that comes across as the A-Z reference of how to execute and implement IT strategy from a CEO and CIO level perspective."
Executive Summary:
The CIO and the IT Department need to position as premium provider of IT services and focus on value to cost.
Build an IT Service Strategy Leveraged by ITIL V2 & 3 Design - Spell out IT A...Flevy.com Best Practices
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/build-an-it-service-strategy-leveraged-by-itil-v2-and-3-design-spell-out-it-activities-from-a-demand-and-supplier-side-282
The "Deliver Business Value with IT" series provides a good overview and actionable material of the ways a CIO can provide valuable and effective support to your company strategy and leverages business model concepts to deliver business value from IT. Martin Palmgren propose an extremely solid piece of work that comes across as the A-Z reference of how to execute and implement IT strategy from a CEO and CIO level perspective."
Executive Summary:
The CIO and the IT Department need to position as premium provider of IT services and focus on value to cost.
In order to avoid the "do we really need a CIO and IT department to bother us with technology when we can use the cloud?" the CIO has to ensure that the business strategy and business objectives are supported by IT (from a Business and IT architecture perspective). Where the IT Strategy support Strategy execution, "Time to Market", Cost Effectiveness and stakeholder expectations from an Executive, Business Unit, IT Management and IT Risk Management perspective.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/canvassed-in-a-business-it-strategy-canvas-baseline-roadmap-291
The "Deliver Business Value with IT" series provides a good overview and actionable material of the ways a CIO can provide valuable and effective support to your company strategy and leverages business model concepts to deliver business value from IT. Martin Palmgren propose an extremely solid piece of work that comes across as the A-Z reference of how to execute and implement IT strategy from a CEO and CIO level perspective."
Executive Summary:
The CIO and the IT Department need to position as premium provider of IT services and focus on value to cost.
IT Governance – The missing compass in a technology changing worldPECB
The webinar covers:
• Overview of IT Governance
• Benefits of IT Governance
• IT Governance implementation : Approach and Methodology
• Key critical success factors
Presenter:
This webinar was presented by Mr. Oladapo Ogundeji, from Digital Jewels and PECB partner.
Link of the recorded session published on YouTube: https://youtu.be/Ux_Yk4JLy0M
Removing the barriers to business transformation with ArchiMateCorso
Typical Entry Points for Enterprise Architecture
What is ArchiMate?
How ArchiMate helps business transformation
Current tools used to manage business transformation
CEO / CXO Architecture | The missing piece in your IT architectureCorporater
Most CEOs and CXOs are not happy with the CIO’s delivery. There is an apparent gap between what the top management needs from IT, and what is delivered. In this presentation, you will get critical insights into what an IT architecture should contain in order to close this gap.
This presentation will also help you understand the specific IT building blocks needed to reach business outcomes, and how the IT architecture can serve this purpose – all viewed from a CEO/CXO’s perspective.
Focus on innovation for customer centricityExo Futures
The future of business innovation and agility will come from apps but legacy inertia is an inhibitor.
Business will seek more cost-effective ways to provide IT services.
Seek to decrease time to market.
Seek to Increase agility.
Growth will be driven by app development and application migration.
Getting Started in Big Data-Fueled E-Commercejradisson
Presentation to Outdoor Industry at the European Outdoor Summit, 17 October 2013 in Stockholm.
Abstract from the event program:
"Everywhere you turn these days there is a story on the promise of Big Data. Fact is, there is a wave of innovation in Big Data technologies under way that will affect our business. But are we really having a clear idea on how to use it to create new business?
Here in Europe, we're selling against Amazon, Google and other algorithmic commpetitors using spreadsheets and other manual methods. Nobody is talking about concrete use-cases or generating any new business value from Big Data. Until now.... Listen to Jason Radisson, in charge of a complex and forward looking initiative from Sport Scheck to grasp the huge untapped potential of tomorrow's e-commerce consumers."
(Scaling) agile through the lens of a Business Analyst using SAFeAustraliaChapterIIBA
Join IIBA® Brisbane and speakers Joeri (Yuri) Timmermans and Ishan Roy host an online event.
This event covers the evolution of agile ways of working through the lens of a Business Analyst. It will also look at how this role is evolving as organisations move to achieve business agility using scaled agile frameworks such as SAFe.
Fortune 500 companies and other leading organizations frequently seek the expertise of global consulting firms, such as McKinsey, BCG, Bain, Deloitte, and Accenture, as well as specialized boutique firms. These firms are valued for their ability to dissect complex business scenarios, offering strategic recommendations that are informed by a vast repository of consulting frameworks, subject matter expertise, benchmark data, best practices, and rich insights gleaned from a history of diverse client engagements.
The case studies presented in this book are a distillation of such professional wisdom and experience. Each case study delves into the specific challenges and competitive situations faced by a variety of organizations across different industries. The analyses are crafted from the viewpoint of consulting teams as they navigate the unique set of questions, uncertainties, strengths, weaknesses, and dynamic conditions particular to each organization.
What you can gain from this whitepaper:
Real-World Challenges, Practical Strategies: Each case study presents real-world business challenges and the strategic maneuvers used to navigate them successfully.
Expert Perspectives: Crafted from the viewpoint of top-tier consultants, you get an insider's look into professional methodologies and decision-making processes.
Diverse Industry Insights: Whether it's finance, tech, retail, manufacturing, or healthcare, gain insights into a variety of sectors and understand how top firms tackle critical issues.
Enhance Your Strategic Acumen: This collection is designed to sharpen your strategic thinking, providing you with tools and frameworks used by the best in the business.
Whether you're at the helm of a corporation or on your path to becoming a consulting expert, "100 Case Studies on Strategy & Transformation" is your essential guide to navigating the complex world of business strategy.
More Information:
https://flevy.com/browse/marketplace/project-management-for-mba-in-french-5722
BENEFITS OF DOCUMENT
Project management adapted to the needs of participants in MBA programs
Course built on the basis of the project management process: Initiating - Planning - Executing - Controlling - Closing.
Course presenting in detail not only the Waterfall approach but also the Agile & Hybrid development approaches.
DOCUMENT DESCRIPTION
This course is a presentation of over 220 pages specially edited to cover the needs of participants in Master of Business Administration - MBA programs.
This course is based on the standard PMBOK edition 6 of the Project Management Institute, it also follows the project management methodology offered by Rita Mulcahy's PMP Exam Prep 10th Edition.
This course refers to case studies chosen among those existing in the book Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Author: Harold Kerzner.
This course contains exercises as well as a practical case of an open space development project.
Below is the table of contents:
• Introduction to project management,
• Pre-Project,
• Project environment,
• Project Management Process,
• Initiating,
• Planning,
• Executing,
• Controlling,
• Closing.
• Introduction to Agility,
• Role of the Project Manager.
Got a question about this presentation? Email us at support@flevy.com.
More Information:
https://flevy.com/browse/flevypro/4-stages-of-disruption-5265
Organizations are constantly trying to innovate and, likewise, all industries will eventually be disrupted, as new products, businesses, and industries emerge.
No industry is safe from Disruption. In a 2017 PwC survey of 1,379 CEOs around the world, 60% said their market has already changed or completely reshaped in the past 5 years and over 75% anticipate they would by 2022.
This presentation discusses the 4 Stages of Disruption. Research has found Innovation that eventually leads to Disruption follows a 4-stage evolution:
1. Disruption of Incumbent
2. Rapid and Linear Evolution
3. Appealing Convergence
4. Complete Reimagination
Understanding this 4-stage model will help us understand what design choices to prioritize and when. At any given time, different products and organizations are likely to be at different stages relative to local “end point†of Innovation.
Additional topics discussed include Disruptive vs. Incumbent Dynamics, the Consumer Adoption Curve, Endgame Niche Strategies, among others.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
More Information:
https://flevy.com/browse/flevypro/customer-centric-culture-3831
The use of Internet and other online tools have turned consumers to be more empowered and are now shopping differently. Customers are becoming more demanding and accustomed to getting what they want. With greater access to reviews and online rating, customers are better equipped to switch to new products and services. Consumers now want to buy products and services when, where, and however they like. They expect companies to interact with them seamlessly, in an easy, integrated fashion with very little friction across channels.
As customer expectation continue to evolve – accelerated by the amplifying forces of interconnectivity and technology – markets are becoming increasingly fragmented with demand for greater product variety, more price points, and numerous purchasing and distribution channels.
Companies should be able to adapt to these increasingly disparate demands quickly and at scale. Staying close to the customer experience across an increasingly diverse customer base changing over time is no longer a matter of choice. It is a business imperative and a matter of corporate survival.
The Age of the Customer now calls for companies to be a customer-centric company. Successful ones have discovered that building a customer-centric company depends, first and foremost, on building a Customer-centric Culture.
This framework focuses on the building a Customer-centric Culture utilizing the Corporate Culture Framework. The Corporate Culture Framework is anchored on 4 Primary Cultural Attributes and 4 Secondary Cultural Attributes.
The 4 primary Cultural Attributes are critical in building a Customer-centric Culture.
1. Collective Focus
2. External Orientation
3. Change and Innovation
4. Shared Beliefs
Customer-centric organizations also project 4 secondary Cultural Attributes.
1. Risk and Governance
2. Courage
3. Commitment
4. Inclusion
Companies with a Customer-centric Culture can drive superior financial results and a rich source of competitive advantage.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
More Information:
https://flevy.com/browse/flevypro/business-transformation-success-factors-5561
Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden restart of a company, with the objective of accomplishing a profound improvement in performance and changing its future course.
Undertaking such arduous effort requires approaching the task in a structured way. Research shows that quite a few of such undertakings are based on anecdotal beliefs instead of being based on empirical data.
This presentation provides a detailed overview of the 5 Factors Critical for achieving the desired results from Business Transformation, based on empirical evidence. These 5 factors are:
1. Cost Management
2. Revenue Growth
3. Long-term Strategy and R&D Investment
4. New, External Leadership
5. Holistic Transformation Programs
Other topics discussed in the presentation include the rationale for Business Transformation, its effects, phases, and the trends that trigger Business Transformation.
The slide deck also includes some slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/employee-engagement-measurement-and-improvement-5321
Employee Engagement has emerged as one of the significant pillars on which the Competitive Advantage, Productivity, and Growth of an organization rests. Measuring Employee Engagement is vital in shaping Employee Engagement Strategies that help propel the organization towards growth.
This presentation provides a detailed overview of the Employee Engagement Scorecard, a framework that is quite effective in measuring the existing levels of Employee Engagement and devising strategies based on the individuals’ requirements. The Employee Engagement Scorecard encompasses 5 dimensions or guiding principles:
1. Enhance Employee Satisfaction
2. Promote Employee Identification
3. Enhance Employee Commitment
4. Ensure Employee Loyalty
5. Manage Employee Performance
The slide deck also includes some slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/digital-transformation-workforce-digitization-3969
The approaching Age of Automation, together with the impending penetration of digital technology into the labor force, threatens to destabilize crucial aspects of how employees work by. It undermines the stability companies depend on to be agile.
Executives can re-solidify their companies even while making the most of the coming Transformation. There is just a need for executives to adjust their leadership behavior, embrace Digital Workforce Platforms, and deepen their engagement with digitally enabled workers.
This framework provides a good understanding of Workforce Digitization, the Workforce Platforms, and its 4 core benefits (listed below).
1. Collaboration
2. Retention
3. Succession Planning
4. Decision Making
The use of Workforce Platforms can provide companies greater chance to succeed in making markets for talented workers inside their organizations.
This deck also includes slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/strategic-human-resources-5310
Today's information-based, knowledge intensive, and service-driven economy has forced organizations to make substantial changes to the way they do business. With talented Human Capital now becoming the key strategic resource, the locus of the battle front has shifted. Managers not only have to fight for product markets and technical expertise but also for the hearts and minds of the most talented people in the market.
This presentation discusses the 3 core processes that Human Resources (HR) must adopt to evolve into the strategic HR function that has become the new realm in this age of disruption:
1. Building
2. Linking
3. Bonding
Other topics discussed in the slide deck include the changing perspective and responsibility of top management amidst rapid Business and Digital Transformation; and the shifting role of HR from being an auxiliary function to that of a driver.
The slide deck also includes some slide templates for you to use in your own business presentations.
[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
Restructuring becomes essential at some stage in the lifecycle of any organization. In order to emerge triumphant through this tumultuous challenge, it is necessary that the focus remains on the challenges impeding the organization, Strategy Development to tackle the challenges, and prioritizing Strategic Initiatives to deliver radical results that lead the organization to Operational Excellence.
Redeployment is the most significant phase in the Restructuring process. Within Redeployment, the Assessment phase is critical as the revitalization of the whole organization is dependent on correct Assessments and right placement of employees based on those Assessments.
Proper Redeployment Assessment Management is of utmost importance in Restructuring, and it should follow a structured approach, which means managing 5 core areas:
Manage Assessment Team
Manage Anxiety Level of Candidates
Manage Amount of “Deviant Behavior” in the Assessments
Manage Level of Duplicity, Wild Guessing, and Other Forms of Distortion
Manage Amount of Feedback and Its Timing after the Event
Managing 5 core areas ensures smooth implementation of the Redeployment Assessment process, which is a major milestone of the Restructuring project.
The Redeployment Assessment process has to be detailed, accurate, and prompt. Due Diligence in documenting the process, verifying particulars, and balance between Rapidity and Accurateness is essential because:
Organizational requirement to concentrate on post-restructuring environment is intense.
Employees’ urge to swiftly find out about their future is deep-seated.
Objections by employee stakeholders, as a consequence of large-scale retrenchment is high.
Probability of legal recourse by employees is also distinct.
Future Employee Engagement is dependent on fair Assessment and correct placements.
More Information:
https://flevy.com/browse/flevypro/strategy-classics-value-disciplines-model-5138
According to Treacy and Wiersema, organizations need to make tough strategic choices in order to become market leaders. Market leaders choose to excel in delivering extraordinarily levels of one particular value to their customers. This way they can remain focused and become the absolute best in a certain value proposition.
Gaining market and Operational Excellence requires that the company's entire Operating Model be adapted in a way this it is aligned with the chosen Value Discipline. A Value Discipline is a unique value that organizations can deliver to a chosen market. The Value Discipline Principle is in line with Porter's Generic Strategies, where Michael Porter describes how companies gain Competitive Advantage by either focusing on low cost, differentiation, or a niche market.
This presentation discusses the Value Disciplines Model and the 3 Value Disciplines organizations must choose from.
1. Operational Excellence
2. Product Leadership
3. Customer Intimacy
If your company has not reached yet any of the Value Disciplines, don't wait longer.
[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738
For many organizations, this is the time of the year is when Leadership will conduct the annual Strategic Planning process and plan the near-, mid- and long-term strategies.
This article breaks the full Strategic Planning and Execution processes into 3 sections:
Strategic Planning
Strategy Development
Strategy Execution
For each section, we will highlight important concepts core to the topic, as well as direct you to important resources for further understanding.
1. Strategic Planning
Per Wikipedia, we can define Strategic Planning as:
Strategic Planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic Planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.
Strategic Planning is a crucial process, but often poorly executed, leading to poor translation from Strategy to Execution.
In most organizations, executives complain that their Strategic Planning is overly bureaucratic, insufficiently insightful, and doesn’t accommodate today’s rapidly changing, digital markets. To combat these issues, there are a few best practices we should follow:
Explore Strategy across 3 time horizons.
Encourage productive and stimulating Strategic Dialogue.
Engage a broad, decentralized group of stakeholders.
Let’s dive a little deeper into each of these best practices.
Explore
The 3 time horizons we want to explore can be defined as short term (1-year timeframe), medium term (3–5 years timeframe), and long term (5+ years). Each horizon is uniquely considered and has different objectives.
[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link.
There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
More Information:
https://flevy.com/browse/flevypro/supply-chain-cost-reduction-transportation-5482
Companies looking to improve efficiency and reduce costs can gain significant ground in the Supply Chain Management function by incorporating Lean Management and Six Sigma techniques.
Reason this area has gone under the radar is that companies do not consider Supply Chain to be their core competency.
Not only Warehousing but Transportation also has almost the same potential in terms of opportunities for Cost Reduction and Process Improvement. The approach to Transportation Costs Reduction, though, is different to that of Supply Chain Cost Reduction in Warehousing. This is in part due to the complexity in Transportation Costs, as the costs come from numerous widely distributed individual operations every year.
The approach to Supply Chain Cost Reduction in Transportation encompasses 2 phases:
Understand the Baseline
Identify and Implement Opportunities
[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/leadership-competency-model-3661
Leadership has become a usual term often misunderstood by many people even those holding the status of a leader. There is no doubt that everyone can be a leader, but not everyone can be a genius leader. Leadership is far limited to prestige, a high status, or to financial abundance; it is neither about authority nor power. Leadership starts when you go beyond the self to serve and empower others.
This article is not for a purpose to redefine leadership with its different aspects, but it is simply about a great example of leadership that mirrors outstanding performance and remarkable human qualities. Dr. Rachid Yazami is an eminent scientist and best known for his research on lithium ion batteries. This technology is used by billions of people worldwide for their cell phones, cameras, tablets, laptops, power tools, and many other devices. Dr. Yazami started his career from scratch to build an empire based on the battery technology. My main interest is not to make a compilation of his achievements and honors, but to tap into his personality traits and characteristics; to discuss the main qualities that enabled him to succeed as a scientist, a researcher, and a leader of his field. My purpose is to understand also the sources of his inspirations and the secret behind his motivations and limitless resilience. His unique path is a textbook of insightful lessons that I aim to summarize and share with you based on a set of interviews with him.
[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/thomas-kilmann-conflict-mode-instrument-tki-3722
A major reason for employees leaving their workplaces is conflict with their bosses. To succeed in today’s fiercely competitive market, organizations need to invest in developing their leadership, such that they further develop their teams by training them on the desired competencies and create a sense of engagement in them.
A big challenge for leaders is getting their employees to believe in the organizational vision. No two personalities have the same viewpoints and aspirations, thus conflict is bound to occur between team members while they interact.
The Thomas-Kilmann Conflict Mode Instrument (TKI), developed by Dr. Ralph H. Kilmann and Dr. Kenneth W. Thomas, is an easy-to-use, online assessment tool to Conflict Management. Human Resources (HR) and Organizational Design (OD) consultants utilize the TKI tool as a mechanism to initiate discussions on differing topics and facilitate in mediation by learning how conflict-handling modes affect personal, group, and organizational dynamics.
Each of us has a predominant conflict style that we use in a particular situation. The Thomas-Kilmann Conflict Mode Instrument provides a basis to measure a person’s behavior in conflict situations, where individuals appear to be unable to get along. The individuals’ behavior in conflict situations encompasses 2 broad dimensions:
Assertiveness
Cooperativeness
These behavior dimensions define 5 predominant conflict handling styles (or modes) that we use while responding to conflict situations:
Competing
Accommodating
Avoiding
Collaborating
Compromising
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/key-account-management-kam-large-global-accounts-3765
Large accounts make up a significant portion of business for most B2B companies. Therefore, losing an important customer can have detrimental effects on the organization. The significance of key accounts is urging top B2B companies to revisit their key account management approaches. Additionally, the increasing level of sophistication of the purchase process being adopted — such as, centralized procurement, competitive bidding and auctions, and laborious negotiations — by large buyers is a crucial element for B2B companies to consider to win large accounts.
Studies have shown that large buyers suggest price, product features, and reliability as the most important factors in their purchasing decisions, even more so than sales and service experience. However, detailed analysis of data into the actual purchasing decisions by buyers reveal that suppliers’ service and support capabilities mean a lot to large purchasers — in fact, almost as equal in importance as price. Large buyers often involve senior team members in procurement, which necessitates the need for inclusion of people possessing high-quality management and sales skills while serving key accounts.
With more intensifying sophistication of the procurement process at large businesses in future, the buyers will keep trying to cut costs and gain significant advantage while negotiating with procurement. The suppliers, in turn, can create a win-win situation by providing first-rate key account support and service.
Leading suppliers utilize the 4 drivers of growth to develop best-in-class key account management practices and increase their large contract win ratios. These drivers are actually the 4 imperatives that forerunners undertake to fuel their growth:
Quantified Value Proposition (QVP)
Value-based Selling
Coordinated Account Management
Negotiation Preparation
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Nudge Theory: An Effective Way to Transform Negative BehaviorsFlevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895
Changing the behaviors of people is the foremost issue with every transformation initiative.
Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general.
Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines.
Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure.
An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards.
The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives:
What should be the focus of the Nudge unit?
Should the Nudge unit be placed at the headquarters or at the business unit level?
Which resources be made part of the Nudge unit?
What are the critical success factors to consider for the unit?
How to communicate the results and early wins?
What should be done to tackle skepticism and resistance to change?
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/business-model-innovation-bmi-scalable-business-models-5182
Scalability is described as possible meaningful changes in magnitude or capacity. In business terms, it’s the capability of a system to enhance productivity upon resource augmentation. Scalability provides an organization the capabilities to develop compelling value propositions — that are hard to imitate by the rivals — and achieve profitable growth even in the wake of external threats, cut-throat competition, stringent laws, or financial downturns.
Today’s challenging business ecosystems and economic outlook demand from the enterprises to develop novel and Scalable Business Models that are able to leverage positive returns on investments. To accomplish this, leaders need to identify and eradicate any capacity issues, enhance collaboration with existing partners, build new partnerships, or develop platforms to work with their opponents.
Executives should invest in scaling options only when they are sure to boost returns. They have to be quick to exit a business when returns on investment to scale backfire.
5 Patterns of Business Model Scalability
Benchmarking a number of successful organizations reveals that their Business Models were flexible enough to sustain internal and external pressures. Business Model Scalability hinges on aligning the strategic partners and Value Propositions to serve the customers.
To drive Business Model Innovation (BMI), leading organizations consistently display 5 critical patterns of Business Model Scalability:
Operate with multiple distribution channels
Eliminate typical capacity limitations
Outsource capital investments to partners
Allow customers and partners assume multiple roles in the business
Create platform models
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/shareholder-value-traps-5239
Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization.
Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth.
This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions:
Who creates the most value for the organization?
Who among the stakeholders typically secure the best deals from the organization?
Who is the victim of having the worst deals from the organization?
Who among the stakeholders is potentially untrustworthy?
Are there any intermediaries or stakeholders fulfilling their personal agendas?
Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked:
Ignoring cash-flow driving stakeholders while distributing cash
Miscalculating reaction from stakeholders
Supporting under-performing units
Conceding to willful vulture capitalists
Misjudging intermediaries role in transactions
Got a question about this presentation? Email us at support@flevy.com.
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.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
3.0 Project 2_ Developing My Brand Identity Kit.pptx
The Zachman Framework Unlocked
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Copyright 2013 COMMUNICATE!
Design, Build and Run an Effective IT
(Service) Strategy to business needs!
- The Zachman Framework Unlocked!
!!
By
Martin Palmgren, IT Strategy and Transformation Executive @ .COMMUNICATE
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Copyright 2013 COMMUNICATE!
CEO, CFO, CIO, CTO, SVP, Architects, Strategy, Business Executives
and the IT function in general. !
Target Audience!
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Martin PALMGREN
CONTACT: martin.palmgren@communicatethecompany.com (mail) /
+ 33 (0)6 30 35 11 96 (mobile) /
martin.palmgren.communicate (skype) /
Deliver Business Value with IT (the blog) @ http://deliverbusinessvaluewithit.com /
CONTACT!
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BrightTalk Thought Leadership: http://www.brighttalk.com/community/it-service-management/webcasts?q=martin+palmgren !
Get your cloud strategy right: http://www.brighttalk.com/community/it-service-management/webcast/534/29211 !
Get your IT Service Strategy right: http://www.brighttalk.com/community/it-service-management/webcast/534/23630!
Leverage Strategy with IT: http://www.brighttalk.com/community/it-service-management/webcast/534/22934 !
Cloud Computing: Fluff or Lightening? http://www.brighttalk.com/community/it-service-management/webcast/534/21892 !
Run IT as a Service Business! http://www.brighttalk.com/community/it-service-management/webcast/534/21389 !
In French: !
Cloud Computing : La tête dans les nuages?: http://www.brighttalk.com/community/it-service-management/webcast/534/21919 !
Baseline: Coût, Consommation, chargeback et contribution IT aux objectifs de l'entreprise : !
http://www.brighttalk.com/community/it-service-management/webcast/534/21388!
Deliver Business Value with IT (the book) https://www.smashwords.com/books/view/290604 (the blog) http://
deliverbusinessvaluewithit.wordpress.com /!
I also share perspective @ some of the top French Business Schools, notably EDHEC!
International Thought Leadership!
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5. /browse/business-document/design-build-and-run-an-effective-it-service-strategy-to-business-needs-279/ref=mpalmgre
.
Copyright 2013 COMMUNICATE!
Design, Build and Run an Effective IT (Service) Strategy to Business Needs
https://flevy.com
Get Your Cloud Strategy Right
https://flevy.com
/browse/business-document/get-your-cloud-strategy-right-286/ref=mpalmgre
Leverage Business Strategy Execution with IT
https://flevy.com
/browse/business-document/leverage-business-strategy-execution-with-it-281/ref=mpalmgre
Logics for IT Sourcing (Internal, Shared service center, Out, Cloud)
https://flevy.com
/browse/business-document/logics-for-it-sourcing-internal-shared-service-center-out-cloud-285/ref=mpalmgre
Design - Spell out IT Activities from a Demand and Supplier Side
https://flevy.com
/browse/business-document/build-an-it-service-strategy-leveraged-by-itil-v2-and-3-design-spell-out-it-activities-from-a-demand-and-supplier-side-282/ref=mpalmgre
Build - Set IT Processes and Key Performance Indicators
https://flevy.com
/browse/business-document/build-an-it-service-strategy-leveraged-by-itil-v2-and-3-build-set-it-processes-and-key-performance-indicators-283/ref=mpalmgre
Run - Aligned to Described ITIL Activities and Processes
https://flevy.com
/browse/business-document/build-an-it-service-strategy-leveraged-by-itil-v2-and-3-run-aligned-to-described-itil-activities-and-processes-284/ref=mpalmgre
“Deliver Business Value with IT” Story Boards!
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The Zachman frame work is the corner stones in the discipline of Enterprise
Architecture, but as the discipline itself it struggles to demonstrate how it can deliver
value to the business.
Please find a presentation of how you can unlock the (Business) value of the
Zachman framework as well as your Enterprise Architecture initiatives.
Please find:The Zachman Framework unlocked @
https://flevy.com/browse/business-document/the-zachman-framework-unlocked-331/ref=mpalmgre
Introduction!
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7. Strategy Execution!
IT Infrastructure Portfolio Management!
Application Portfolio Management!
Service Portfolio Management!
Enterprise Portfolio Management:!
Process based IT Architecture!
Project Portfolio Management !
Performance Management:!
Process based Business Architecture !
Product / service life cycle management!
Business Strategic Intent!
Strategy Articulation!
Time to Market!
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Copyright 2013 COMMUNICATE!
Cost Effectiveness!
Cycle Time!
Time to Market (Governance: Performance & Conformity)!
Business (IT) Strategy Road Map (How)!
Time to Market, Cost Effectiveness , Cycle Time!
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Executive Management!
Business Unit Management! IT Management!
IT Risk Management!
Business (IT) Drivers!
Drives!
Demand and Cost Drivers!
Delivers!
(IT) Service Strategy!
Executes!
Metrics!
Strategy Execution!
Time to Market (Governance: Performance & Conformity)!
Business (IT) Strategy Road Map (How)!
and the Service Strategy support Business Drivers!
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Priorities from a Business Unit Management Perspective:!
!
- IT supports the achievement of tactical business objectives!
!
- IT delivers perceived added value services and at a reasonable cost!
!
- IT delivers to operational and service level agreements (commitments)!
!
- IT investments positively affect business productivity and the customer experience!
!
- We have a clear process vision to which we expect the IT department to deliver!
IT delivers to demand and cost drivers!
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Priorities from an IT Risk Management Perspective:!
!
- The organisations assets and operations are protected!
!
- Key business and technology risk is effectively managed!
!
- Effective process, practise and controls are in place!
!
- We have clear security objectives to which we expect IT to deliver!
Bottom Line: To leverage competitive advantage with new technology is “nice to
have”, to keep the business systems running is mission critical!!
Business Continuity is Ensured!
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We would like to increase sales by 25% how can the IT
Department support the Business in this effort and what will
be the impact on the budget of the IT Department?!
Business objectives!
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The IT service proposition is aligned to the business strategy as:!
•
!
•
•
•
•
Stakeholder expectations are understood and IT propose a !
service portfolio that correspond to Demand and Cost drivers !
Business Contribution, Cost, Consumption & Chargeback is identified!
Focus is on perfect order business transactions!
Services are effective (demand and cost drivers identified)!
Services are competitive (Benchmark Industry Market Forces)!
• New technological solutions that could change how current business
is performed are explored, proposed and implemented.!
! !
IT contributes to business objectives!
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As the IT department delivers effective IT Services and innovative
technology solutions to improve competitiveness, demonstrated
and articulated in:!
• An IT Business Model “This is how we deliver IT services to the business”!
• and a Business IT Value proposition “This is how we support business
objectives with services in a time to market perspective” !
! !
Provide competitive leverage!
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With an (IT) Business Model “This is how we deliver IT services to the business”
where IT processes (bundled IT services) are supported by applications and
execute the IT Service strategy to business needs (where ITIL Spell out IT
Activities from a demand and supplier side (Design), Set IT processes and key
performance indicators (Build), Aligned to described ITIL activities and processes
with full IT Financial Management (Run)), Delivery capability (IT – CMF, CobIT 5,
ValIT, CobIT 4.1, RiskIT, where we ensure that managed processes and objectives
meet stakeholder expectations, ISO 38 500 we ensure that IT has the necessary
means to effectively support the business strategy), Architecture (TOGAF where
business objectives are supported by business processes, a business architecture
leveraged by an IT architecture and applications that sit on an IT infrastructure as
needed (inside the firewall on a server or mutualised servers (internal / private
cloud) or outside the firewall on a mutualised server (external / public cloud),
Security (ISO 9001, ISO 27 001, COSO where business continuity is ensured by
risk and control objectives). !
“This is how we deliver IT services to the business” !
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Business Objectives
Business Processes
.
Defined in the Business Service Catalog
Requirements
Information
Defined in the IT Service Catalog
IT Objectives
IT Processes
Broken down in to
ITILv2&3 workflows
Controlled by
Measured by
Audited with
Key Activities
Control Derived from Control
Outcome
Objectives
tests
Performed to
For performance
For Maturity
For Outcome
Responsibility and
Accountability
Charts (RACI)
Performance
indicators
Outcome
Measures
Audited with
Maturity
Models
Embedded Business Activity
Monitoring (BAM)
Audit Workflows & Reports
Implemented with
Control Based on Control
Practices
Design
Test
Embedded in Service Catalog per Service
CMMI, ITIL continuous
process improvement
Aligned!
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We align and lever operating, management and support processes through the
effective implementation of IT.!
- Do we perform them in the right manner? - The architecture question!
- The investment:!
!
!
!
!
- Is in line with our architecture,!
- Is consistent with our architectural principles,!
- Contributes to the population of our architecture.!
- Do we perform them well? - The delivery question!
- We have: !
!
!
!
!
- Effective and disciplined management, delivery and change management processes,!
!
- Competent and available technical and business resources to deliver:!
!
- The required capabilities,!
!
- Organisational change required to lever capabilities.!
Process Management!
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Vision!
Articulate!
Deliver!
IT Vision!
Baseline!
Roadmap!
Design!
Build!
Run!
Transform the Business Model!
Vision!
Vision:!
-
-
-
Articulate strategic intent!
Business objectives!
Business drivers!
Confirm Business Vision!
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Vision!
Articulate!
Deliver!
IT Vision!
Baseline!
Roadmap!
Design!
Build!
Run!
Transform the Business Model!
Deliver!
Deliver:!
-
-
-
Deliver the Business Architecture!
Translate Business Architecture Vision to Business Architecture!
Vision of Business Architecture “to be”: state “where we need to go”,
“where we are now” & “how we need to proceed”!
Deliver the Business Architecture!
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Vision!
Articulate!
Deliver!
IT Vision!
Baseline!
Roadmap!
Design!
Build!
Run!
Transform the Business Model!
Baseline!
Baseline:!
-
-
-
-
-
-
-
-
Set the IT Value Proposition Baseline!
Set fundamentals of a service business!
Process view!
Establish Total Cost of Ownership and IT baseline with cost/value/risk!
Activity based financial view!
Service portfolio view!
Value contribution view!
Customer consumption view!
Set the IT Value Proposition Baseline!
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Vision!
Articulate!
Deliver!
IT Vision!
Baseline!
Roadmap!
Design!
Build!
Transform the Business Model!
Design!
Design:!
-
-
-
-
-
-
-
-
Design the IT Value Proposition!
Design the service strategy!
Articulate governance principles!
Define project teams!
Engage customer ʻbuy inʼ !
Design KPIʼs !
Define & validate service pricing!
Design the performance measurement system!
Design the IT Value Proposition!
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Vision!
Articulate!
Deliver!
IT Vision!
Baseline!
Roadmap!
Design!
Build!
Run!
Transform the Business Model!
Run!
Run:!
-
-
-
-
-
-
-
Service Strategy !
Service Design!
Service Transition!
Service Operation:!
- Function !
- Process!
Service Improvement !
Run the IT Value Proposition!
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From a Zachman Business Architecture Perspective we capture:!
!
!
!
- THE WHY: Goal List – primary high level organization goals!
!
- WHO: Organizational Unit & Role List – list of all organization units, sub-units, and
identified roles!
- WHERE: Geographical Locations List – locations important to organization; can be large
and small!
- WHEN: Event List – list of triggers and cycles important to organization!
!
!
- THE HOW: Process List – list of all known processes!
- THE WHAT: Material List – list of all known organizational entities!
http://en.wikipedia.org/wiki/Zachman_Framework!
Contextual !
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From a Zachman IT Architecture Perspective we capture:!
!
!
!
!
!
!
- THE WHY: Rules Diagram – identifies and describes rules that apply constraints to
processes and entities without regard to physical or technical implementation!
- THE HOW: Process Diagram – identifies and describes process transitions expressed
as verb-noun phrases without regard to physical or technical implementation!
- THE WHAT: Data Model Diagram – identifies and describes entities and their
relationships without regard to physical or technical implementation!
- WHO: Role Relationship Diagram – identifies and describes roles and their relations to
other roles by types of deliverables without regard to physical or technical implementation!
- WHERE: Locations Diagram – identifies and describes locations used to access,
manipulate, and transfer entities and processes without regard to physical or technical
implementation!
- WHEN: Event Diagram – identifies and describes events related to each other in
sequence, cycles occur within and between events, without regard to physical or technical
implementation!
http://en.wikipedia.org/wiki/Zachman_Framework!
Logical !
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From a Zachman IT Architecture Perspective we capture:!
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- THE WHY: Rules detail !
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- WHO: Role detail !
- WHERE: Location detail !
- WHEN: Event detail !
- THE HOW: Process detail !
- THE WHAT: Data detail !
http://en.wikipedia.org/wiki/Zachman_Framework!
Detailed Representation !
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32. .
Copyright 2013 COMMUNICATE!
There is a understanding of:!
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Political,!
Environmental,!
Social,!
Technological!
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External environment!
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33. .
Copyright 2013 COMMUNICATE!
Appreciation of the implications for the strategy of:!
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Resources,!
Skills and competencies,!
Appropriate development / recruitment plans,!
Shared direction,!
Extent of buy-in to shared vision by key managers,!
Barriers / commitment to change,!
Structure of the organisation!
! !
Talent!
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34. .
Copyright 2013 COMMUNICATE!
There is a understanding of the:!
• Extent to which long term plans are coherent and logical,!
• Extent to which short term plans are appropriately costed and timetabled,!
• Consistency with overall goals and objectives!
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Objectives and Plans!
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35. .
Copyright 2013 COMMUNICATE!
There is a understanding of the:!
• Extent to which the strategy has been communicated,!
• Extent to which staff performance towards the business IT strategy is
recognised!
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Communication and buy in!
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36. .
Copyright 2013 COMMUNICATE!
How fast can we get our products and services to
market “Time to Market” & how can the IT department
support the business from a Cycle Time and Cost
Effectiveness perspective. !
Focus on the Business Bottom Line!
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