For many organizations, the enterprise landscape is growing out of control. Simply keeping up with competition and evolving markets means that organizations constantly renew services offered to customers. These new services are supported by new processes, applications and infrastructure that are added to the landscape, making it larger and more complex. Read more
Business Process Management
In my previous blog post on Enterprise Architecture at BiZZdesign in 2014, I described how the true value of architecture lies in its relationship with other disciplines within the enterprise.
We recently organized a workshop at BiZZdesign for enterprise architects in healthcare. A mixed group, from hospitals and other healthcare providers. In the workshop, various issues were discussed. We want to highlight some of these topics in this blog.
In my previous blog posts, I discussed the way I see strategy work and the types of models that can be used, and how the business model canvas should be the focal point for architecture work. In this blog post, I will show that enterprise architecture is the tool to go from strategy and business model to execution.
Business models are a helpful way to define a business strategy and steer an organization in the “right” direction. Furthermore, business models foster discussions on the way organizations want to deliver value to their customers. Building business models is fun! Thinking about your organization and its future in an abstract manner is addictive, since there is no chance of failure…
Times are tough: many businesses are struggling to stay afloat in the wild economic currents. Many organizations attempt to find a “blue ocean” of uncontested space, but let’s face it: most of us are stuck in a “red ocean” with a lot of competition, growing power of both suppliers and consumers and increased threat of substitutes. Indeed, one can argue that it is “all hands on deck” for many organizations in their struggle to survive.
In our previous two blogs in this series, we outlined the connections between Lean Management and Enterprise Architecture. The focus of Lean is on taking day-to-day small steps for improvement. The elimination of waste and focus on customer value are central elements in Lean. Enterprise Architecture focuses on longer term results, but as we have seen in the previous blog in this series a Lean perspective is also powerful for Enterprise Architects. Read more
In Lean Management, a lot of time is spent finding and eliminating waste. Our processes and organizations are full of waste. In the Lean philosophy these wastes should not be dealt with as ‘problems’, but as opportunities for improvement.
Over the last two decades, Lean management has proved to be very powerful in improving an organization’s business process performance. During the same time frame, Enterprise Architecture came up as a discipline for controlling the complexity of organizations, their processes, information and IT. At first glance, both approaches appear very different in nature. Read more
Enterprise Architecture supports implementation of change in a coordinated way. Building an Enterprise Architecture Capability is a process of change in itself, and thus can be supported by Enterprise Architecture methods and tools. In this White Paper we described how a high-level approach for the initiation and development of the Enterprise Architecture capability can be derived from TOGAF, and especially its core component the Architecture Development Method (ADM). This high level approach consists of four steps:
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.
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:
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.