Linking Business Models with Business Architecture to Drive Innovation
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Business Architecture: Setting the Record Straight
BUSINESS ARCHITECTURE: SETTING THE RECORD STRAIGHT By William Ulrich and Whynde Kuehn This is a Reprint of Chapter 2, Part 1, of Business and Dynamic Change: The Arrival of Business Architecture, Published by Future Strategies, Inc. © 2015, but revised January 2019 http://BusinessandDynamicChange.com COPYRIGHT © 2019 BUSINESS ARCHITECTURE ASSOCIATES 1 BUSINESS ARCHITECTURE: SETTING THE RECORD STRAIGHT BUSINESS ARCHITECTURE: SETTING THE RECORD STRAIGHT William Ulrich, TSG, Inc. and BAA, Inc., USA Whynde Kuehn, S2E Transformation Inc. and BAA, Inc., USA An Introduction to Business Architecture Business architecture is drawing significant interest from a wide variety of organizations worldwide. Yet business architecture is often misperceived as to its uses, origins, and value proposition. These misperceptions are the biggest barrier to adoption, because it prevents businesses in many cases from getting a business architecture effort off the ground, and undercuts sponsorship and business engagement. Business architecture is not a buzzword or a quick fix solution for a broken process, a computer system, or a single project or business unit. It is a holistic discipline that is most effective when applied across business units, practices, disciplines, and stakeholders. The discussion that follows lays out a number of fundamental business archi- tecture concepts. This includes an overview, beneficiaries, common myths, core and extended perspectives, interdisciplinary alignment, governance, get- ting started, and a vision for the future. Business Architecture: What Is It? Formally defined, business architecture represents holistic, multidimensional business views of: capabilities, end-to-end value delivery, information, and or- ganizational structure; and the relationships among these business views and strategies, products, policies, initiatives, and stakeholders.2.(1) It is an ab- stract set of standardized perspectives that represent a given business ecosys- tem. -
Effects of Generic Strategies on the Competitive Advantage of Firms in Kenya’S Airline Industry: a Survey of Selected Airlines
EFFECTS OF GENERIC STRATEGIES ON THE COMPETITIVE ADVANTAGE OF FIRMS IN KENYA’S AIRLINE INDUSTRY: A SURVEY OF SELECTED AIRLINES BY RUTH MORAA OMWOYO UNITED STATES INTERNATIONAL UNIVERSITY AFRICA FALL, 2016 EFFECTS OF GENERIC STRATEGIES ON THE COMPETITIVE ADVANTAGE OF FIRMS IN KENYA’S AIRLINE INDUSTRY: A SURVEY OF SELECTED AIRLINES BY RUTH MORAA OMWOYO A Research Project Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Degree of Masters in Business Administration (MBA) UNITED STATES INTERNATIONAL UNIVERSITY – AFRICA FALL, 2016 STUDENT’S DECLARATION I, the undersigned, declare this my original work and has not been submitted to any other college, institution or university other than United States International University-Africa for academic credit. Signed _________________________ Date: _________________________ Ruth Moraa Omwoyo (ID No: 645630) This project report has been presented for examination with my approval as the appointed supervisor. Signed ___________________________ Date: _________________________ Dr. Juliana M. Namada Signed: __________________________ Date: _________________________ Dean Chandaria School of Business ii COPYRIGHT © 2016 Ruth Moraa Omwoyo ALL RIGHTS RESERVED. Any unauthorized reprint or use of this research report is prohibited. No part of the study may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system without express written permission from the author and the university. iii ABSTRACT The purpose of the study was to examine the effects of generic strategies on competitive advantage on firms in Kenya’s airline industry. It focused on selected airlines. This study aimed at establishing how cost leadership strategy affect competitive advantage, determining how differentiation strategy affect competitive advantage and examining how focus strategy affect competitive advantage of firms in Kenya’s airline industry. -
Enterprise Architecture Techniques for SAP Customers
October 2007 Enterprise Architecture Techniques for SAP Customers by Derek Prior Enterprise architecture has rapidly matured in recent years as a business-driven technique to provide companies with the big picture needed to optimize long-term IT investments. Some of the leading SAP customers have been quietly deploying enterprise architecture techniques to transform their business and prepare for SOA. Why haven’t you? Enterprise Strategies Report Acronyms and Initialisms ADM Architecture development method ERP Enterprise resource planning BPM Business process management ISV Independent software vendor CMDB Configuration management database ITIL IT infrastructure library CRM Customer relationship management PPM Project portfolio management DMTF Distributed Management Task Force SOA Service-oriented architecture EA Enterprise architecture TOGAF The Open Group Architecture Framework EAF Enterprise architecture framework © Copyright 2007 by AMR Research, Inc. AMR Research® is a registered trademark of AMR Research, Inc. No portion of this report may be reproduced in whole or in part without the prior written permission of AMR Research. Any written materials are protected by United States copyright laws and international treaty provisions. AMR Research offers no specific guarantee regarding the accuracy or completeness of the information presented, but the professional staff of AMR Research makes every reasonable effort to present the most reliable information available to it and to meet or exceed any applicable industry standards. AMR Research is not a registered investment advisor, and it is not the intent of this document to recommend specific companies for investment, acquisition, or other financial considerations. This is printed on 100% post-consumer recycled fiber. It is manufactured entirely with wind-generated electricity and in accordance with a Forest Stewardship Council (FSC) pilot program that certifies products made with high percentages of post-consumer reclaimed materials. -
The Mind of the Strategist
The Mind of the Strategist The Art of Japanese Business by Kenichi Ohmae © 1982 McGraw-Hill 304 pages Focus Take-Aways Leadership & Mgt. • The purpose of business strategy is to cause events to favor your strengths. Strategy • Identify your strengths and build on them. Sales & Marketing Corporate Finance • Every industry has a key success factor — know yours. Human Resources • Penetrate appearances. Technology & Production • Address the problem, not the symptoms. Small Business • Know what separates winners from losers in your industry and your market. Economics & Politics Industries & Regions • Analyze potential improvements in terms of cost, benefi t and strategic advantage. Career Development • Keep track of customer and market trends — even though customers may not Personal Finance know what they want. Concepts & Trends • Know the difference between a “business” and a “product.” • Think like an entrepreneur, but think. Rating (10 is best) Overall Applicability Innovation Style 9 9 9 9 To purchase individual Abstracts, personal subscriptions or corporate solutions, visit our Web site at www.getAbstract.com or call us at our U.S. offi ce (954-359-4070) or Switzerland office (+41-41-367-5151). getAbstract is an Internet-based knowledge rating service and publisher of book Abstracts. getAbstract maintains complete editorial responsibility for all parts of this Abstract. The respective copyrights of authors and publishers are acknowledged. All rights reserved. No part of this abstract may be reproduced or transmitted in any form or by any means, electronic, photocopying, or otherwise, without prior written permission of getAbstract Ltd (Switzerland). Relevance What You Will Learn In this Abstract, you will learn: 1) How Japanese business people think about strategy; and 2) How you should conceptualize and execute your strategy. -
THE FUTURE ROLE of the HEALTHCARE STRATEGIST SECOND EDITION Dear Colleague
The Learning Edge for Healthcare Strategists BRIDGING WORLDS THE FUTURE ROLE OF THE HEALTHCARE STRATEGIST SECOND EDITION Dear Colleague: I am pleased to share with you the second edition of Bridging Worlds, just released by The Society for Healthcare Strategy & Market Development (SHSMD), a professional membership group of the American Hospital Association. This report includes fresh input from recent leadership interviews, updates to the evolving healthcare landscape, new strategic opportunities, case examples, and refinements to the strategic implications, skills, and attributes for strategy professionals. SHSMD first released Bridging Worlds: The Future Role of the Healthcare Strategist in 2014 to help strategy professionals and other healthcare leaders navigate their organizations through radical transformation. Bridging Worlds identified the attributes and skills needed for future success, and was distributed to thousands of healthcare strategy leaders across the country, including CEOs, strategic planners, business developers, marketers, communicators, and physician strategists. It received wide acclaim and served as the genesis for SHSMD ADVANCE™, a comprehensive roadmap for skill development. Since its inception in 2016, SHSMD ADVANCE has resulted in hundreds of self- assessments and targeted educational activities to grow individual and team skill sets, helping to shape our future workforce. This latest edition is a valuable tool for any healthcare strategy leader serving as a change agent or leading innovative organizational transformation. Please share this resource with your colleagues. The electronic version is available at no cost at shsmd.org/BridgingWorlds. To purchase print copies, or for information on SHSMD ADVANCE or other related resources, please contact SHSMD at [email protected]. SHSMD invites your questions, comments, and ideas as you begin to read and use this document to drive change in your organization. -
Are You Ready for Strategic Planning? Strategic Planning and Implementation Checklists John W
Are you ready for strategic planning? Strategic Planning and Implementation Checklists John W. Myrna Key checklists to help you assess your readiness and start you on the path to creating a strategic plan for your company: Checklists to help you select the process and facilitator Pointers on the CEO’s role in the strategic planning process Tips on how to surface your company’s strategic issues Pointers on how to establish a vision for the future, establish team consensus on strategic goals, and develop an initial action plan for each goal Pointers on how to implement action plans This report is available at: www.myrna.com/free-tools Table of Contents Introduction: What is strategic planning? ........................................ 1 Step 1 – Decide whether you are ready to plan .............................. 2 Step 2 – Decide on the process ...................................................... 3 Step 3 – Decide on the facilitator ..................................................... 4 Step 4 – Decide to do it now! .......................................................... 5 Ten Secrets to Strategic Planning Success .................................... 5 #1. Play your role as CEO and walk the talk .......................... 5 #2. Use a facilitator ................................................................. 6 #3. Select a quality executive team ........................................ 6 #4. Pre-plan the planning meeting ......................................... 7 #5. Use good meeting rules and tools ................................... -
The Process Architect: the Smart Role in Business Process Management
Redpaper Roland Peisl The Process Architect: The Smart Role in Business Process Management This IBM® Redpaper™ publication describes the concept of business process management (BPM) and specifically focuses on the role of the process architect within BPM. This paper covers in detail how to design business processes and how to enhance those processes for automated business process execution on a BPM platform. It addresses the requirements to successfully drive BPM programs in terms of what process knowledge, methodology, and technology needs to exist or be developed within an organization. Within the context of this paper, the process architect is defined as having the responsibility to model, analyze, deploy, monitor, and continuously improve business processes. This paper defines the role of the process architect as the driver of creating and improving processes and as a key bridge between business and process focused technology. This paper is intended for anyone who is involved in creating and improving BPM within an organization. © Copyright IBM Corp. 2009, 2012. All rights reserved. ibm.com/redbooks 1 Introduction Today, organizations that are facing aggressive market challenges share focus. To be more agile and to react faster to market changes, they must understand business processes better and in more detail. Business processes represent the organization’s key assets. The way a company invents, provides, and controls its core products and services depends on its core business processes. How well these processes can be managed and adapted to market changes is critical and more important than ever. Knowing business processes in detail requires further investigation. People from lines of businesses and from IT must understand the details of their business or IT capabilities. -
Business Architecture a Balance of Approaches to Implementation
Business Architecture A Balance of Approaches to Implementation Business Architecture Innovation Summit – June 2013 Presenter: Andrew Sommers Implementing Business Architecture at Capital Group Positioning Communicating Measuring Integrating 2 Measuring – What is the value of Business Architecture? Useful information, but starting a discussion of Business Architecture from here was challenging 3 Measuring – What is the Value of Business Architecture? If we have a successful Business Architecture practice, what are we able to do in 5 years that we cannot do now? Some ideas: • Provide a consistent method to directly link business objectives and drivers to the features that are required in our operating model, business processes, and technology solutions. • Provide a consistent enterprise view of the organization to quickly understand the entire impact of a business proposal. • Provide a consistent enterprise view of the organization to teams for analysis, planning, risk management, and support. • Improve our ability to leverage people, process, technology and information solutions for the same capability across the organization. • … But, what is it worth? 4 Positioning –Business Architecture in Our Organizational Model Placement is traditionally discussed in terms of our organizational chart Business Lead Management Services Investment Operations Technology Services Enterprise Architecture, Strategy, and Planning Equity Order Application Processing Services Solution Fixed Income Architecture Infrastructure Order Processing Business Architecture -
Holistic Layer of the Enterprise Architecture on the Basis of Process-Driven Organization
Complex Systems Informatics and Modeling Quarterly CSIMQ, Article 65, Issue 11, June/July 2017, Pages 69–84 Published online by RTU Press, https://csimq-journals.rtu.lv https://doi.org/10.7250/csimq.2017-11.04 ISSN: 2255-9922 online Holistic Layer of the Enterprise Architecture on the Basis of Process-Driven Organization Stepan Alexa1* and Vaclav Repa1 1 Department of Information Technologies (FIS), University of Economics in Prague W. Churchill Sq. 1938/4, 130 67 Prague 3 - Žižkov, Czech Republic [email protected], [email protected] Abstract. Growing complexity of the enterprise ecosystem along with the existence of legacy approaches in the organization can result in a number of challenges when maintaining the solid baseline of its information assets. The digital industry has, over past two decades, passed through rapid evolution triggered both by availability of new technologies, and business as well as operating and funding models. These enablers have direct impact on the way that organizations design and execute their business processes in order to maintain the alignment between their capabilities and targets. This trend implies that enterprises and organizations need to remain flexible by maintaining the alignment of their business and their infrastructure in a dynamically changing and integrated ecosystem. It has been widely recognized that the enterprise architecture as well as the process driven approaches provide tools used by organizations to explain how business, resources and other elements within the organization are related to each other. This article discusses the role, and associated value, that the enterprise architecture and process driven approach have when describing what constitutes the enterprise. -
BUSINESS ARCHITECTURE and BPM ALIGNMENT Austin, Texas, USA - September 17, 2014 INNOVATION WORKSHOP
BUSINESS ARCHITECTURE AND BPM ALIGNMENT Austin, Texas, USA - September 17, 2014 INNOVATION WORKSHOP Lloyd Dugan, Business Process Management, Inc. Neal McWhorter, Strategic Value Partners Copyright 2014 @ Business Architecture Guild 1 TEAM OVERVIEW Copyright 2014 @ Business Architecture Guild 2 BPM ALIGNMENT COLLABORATIVE TEAM PROBLEM STATEMENT AND GOAL One of the key issues facing practitioners that are attempting to establish a Business Architecture (BA) practice is how to reconcile some of its concepts with those of other related analytic practices. This issue is perhaps most frequently encountered when organizations attempt to reconcile Business Architecture with existing practices in their Business Process Management (BPM) areas. The BPM-BA Alignment Group is striving to provide a foundation for organizations to use to begin building linkages between these two analytic areas by defining and illuminating the differences and touch points between these two related disciplines and associated practice areas. This foundation will recognize that many BPM practitioners, particularly with respect to process modeling, are already doing what is described here. 9/12/2014 Copyright 2014 3 BPM ALIGNMENT COLLABORATIVE TEAM DELIVERABLES COMPLETE . Updated Section 3.4 of BIZBOK® Guide (Version 4.0), “Business Architecture and Business Process Modeling & Management” . Delivered webinar June 2014 PLANNED . Forthcoming Position Papers on relationship between BA and BPM . First version of “Business Architecture and BPM - Differentiation and Reconciliation” whitepaper is released on website, but is currently under review by BPM Community and subject to change . Related Clarification in Business Architecture Framework and Metamodel . Other BIZBOK® Guide Section 3.4 changes TBD . Other priorities TBD based on community feedback today 9/12/2014 Copyright 2014 4 BPM ALIGNMENT COLLABORATIVE TEAM TEAM MEMBERS Member Company Role William Ulrich TSG, Inc. -
Archimate And
Using the ArchiMate® Modeling Language with BMM™ Representing the Concepts of the Business Motivation Model (BMM) using the ArchiMate 3.0 Specification A White Paper by: Ed Walters and Antonio Plais August 2017 Using the ArchiMate® Modeling Language with BMM™ Copyright © 2017, The Open Group The Open Group hereby authorizes you to use this document for any purpose, PROVIDED THAT any copy of this document, or any part thereof, which you make shall retain all copyright and other proprietary notices contained herein. This document may contain other proprietary notices and copyright information. Nothing contained herein shall be construed as conferring by implication, estoppel, or otherwise any license or right under any patent or trademark of The Open Group or any third party. Except as expressly provided above, nothing contained herein shall be construed as conferring any license or right under any copyright of The Open Group. Note that any product, process, or technology in this document may be the subject of other intellectual property rights reserved by The Open Group, and may not be licensed hereunder. This document is provided "AS IS" WITHOUT WARRANTY OF ANY KIND, EITHER EXPRESSED OR IMPLIED, INCLUDING, BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, OR NON-INFRINGEMENT. Some jurisdictions do not allow the exclusion of implied warranties, so the above exclusion may not apply to you. Any publication of The Open Group may include technical inaccuracies or typographical errors. Changes may be periodically made to these publications; these changes will be incorporated in new editions of these publications. -
The Business Architecture Metamodel Guide
The Business Architecture Metamodel Guide Defining a business architecture knowledgebase founded on formal principles Authors Thomas Bata, Paul Lyndon, Hermann Schlamann, William Ulrich Contributors Business Architecture Guild Metamodel Team Reviewers Bert Hooyman, Stephen Marshall, Jim Rhyne August 2020 1 Copyright ©2020 Business Architecture Guild® The Business Architecture Metamodel Guide CONTENTS 1. Abstract .......................................................................................................................................... 4 2. Introduction.................................................................................................................................... 6 3. Business Architecture Overview ..................................................................................................... 8 4. The Business Architecture Framework ......................................................................................... 10 4.1 The Business Architecture Knowledgebase .......................................................................... 10 4.2 Business Architecture Blueprints .......................................................................................... 11 4.3 Business Architecture Scenarios ........................................................................................... 11 5. Business Architecture Domain Associations ................................................................................. 13 5.1 Introducing the Business Architecture Metamodel .............................................................