The Decision Model (TDM) is a rapidly growing framework for modeling and executing the business logic behind business decisions. When I first read the book “The Decision Model – A Business Logic Framework Linking Business and Technology” by Larry Goldberg and Barbara von Halle, I was impressed with how TDM models the business logic behind operational business decisions. Read more
The Decision Model (TDM) is a new and rapidly growing methodology and framework for modeling the business logic (business rules) behind business decisions, using a powerful graphical notation, that is easy for both business and IT to understand and implement.
In an earlier blog post, we addressed 7 applications of the Business Model Canvas. Sure, we can agree that the Business Model Canvas is very useful for establishing, evaluating and reinventing businesses. But we should do more than highlight the countless possibilities of it for a single enterprise. We need to synthesize our understanding of Value Chains and Business Models and look for next level of analysis: Value Networks. Read more
One of the main challenges of business model innovation and business model implementation is communication. We need to get the message to the right people, and communicate it in a way they understand, like, and can move forward with. In this blog post, we will describe different ways of communicating business models.
Implementing Enterprise Architecture in any organization requires an effective method and a consistent way of modeling to build architecture models. The Open Group standards TOGAF® and ArchiMate® are used worldwide to implement Enterprise Architecture. TOGAF® focuses on the method of implementing and maintaining Enterprise Architecture. ArchiMate® is an Enterprise Architecture modeling language standard. A lot of organizations in various markets worldwide use (a a combination of) these standards.
The last few years have been tough for many organizations, especially in (the aftermath of) the global economic turmoil. Getting to grips with the complexity of doing business is increasingly important. Many of the problems that organizations struggle with have similar characteristics. Consider for example:
No one is allowed to enter the building without proper authorization; all incoming e-mail messages are filtered; personal computers that are used to store sensitive data do not have a direct connection to the internet, and therefore cannot be accessed remotely. With these enterprise security rules, we have ensured that our private information is safe, right? Wrong!
In an earlier blog post, we introduced the Business Model Canvas (Osterwalder, 2009) as a useful tool for describing how a business captures, creates and delivers value. In this blog, we will elaborate on Business Models, introducing the subject of Business Model Analysis. We will present several possible analytical techniques, using the case of Nextpresso, a virtual coffee-cup company.