7 years, 3 months ago

The Project Business Model Stakeholder Impact

This post is number ten in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors), whom I’ve shared many of the referred to business model experiences with. […]

7 years, 3 months ago

The Project Business Model Stakeholder Groups

This post is number nine in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with. […]

7 years, 3 months ago

The Project Business Model Principles

This post is number eight in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with. […]

7 years, 5 months ago

The Project Business Model SWOT

This post is the sixth in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with. […]

7 years, 5 months ago

Power, Process, Project, People – Force Three

I will now continue with my series about Power, Process, Project and People. After touching Power and Process. The next thing I will now explore is Project and to once again repeat the definition of the Oxford Dictionaries: An individual or collaborati…

7 years, 6 months ago

The Project Business Sprintlines

This post is the fifth in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with. […]

7 years, 6 months ago

The Project Business Model Timeline

This post is the fourth in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with. […]

7 years, 6 months ago

The Project Business Model Results

This post is the third in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with. […]

7 years, 6 months ago

The Project Business Model Profile

This post is the second in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with. […]

7 years, 6 months ago

The Project Business Model

This post is about real life experiences of using business model thinking as a foundation for planning and delivering change. The collection of these experiences have been a long slow journey started out in the early 90′s, experimenting with creating small businesses. During the last six years experiences from the field and theory has accelerated […]

7 years, 7 months ago

Power, Process, Project, People

I keep writing about People, because I strongly believe that in the end the only thing which really matters is people, like in the Agile Manifesto: Individuals and Interactions over Processes and Tools.

In the past days I have seen plenty of interesting posts putting various concepts in the focus. One caught my attention and is very much worth to read:

RT @davidsprott: The shape of the next generation EA framework. t.co/dolaKQtb #CIO #ecosystem #services #entarch
— Tom Graves (@tetradian) 18. Februar 2013

This post followed some back and forth twittering and it was a very enjoyable discussion. It triggered some thinking I wanted to reflect already for a while, because every now and then I see an interesting tendency to market something as the one and only way on how to look at the world or solutions, be it IT or non IT.

Coming back to people I want to reflect on three forces especially which I observe every day and what I do to work with them or what I see in the typical Enterprise Architecture approaches. The three forces are (for each one definition from Oxford Dictionaries):

  • Power – The ability or official capacity to exercise control; authority.
  • ProjectAn individual or collaborative enterprise that is carefully planned to achieve a particular aim.
  • Process – A systematic series of mechanized or chemical operations that are performed in order to produce something. 


The definition of process and project is sometimes confusing if compared, so for simplification I typically differentiate by using project in the context of unique deliveries and process if the deliveries are repeatable. These three forces have a different effect on people, and each and every person has a different opinion what type of force he prefers, but in typical organizations all three forces exist in co-existence and influence each other. The key to all these three powers in the end is the People though and interesting enough they get quite often forgotten.

This is only the first post in a series, otherwise it is getting too long. The next post will be about power. If you have any input to give straight away then I am happy to read or hear from you.