OpenText Smart Process Applications: At the Intersection of Social Street and Core Systems Ave

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Last week, I helped kick off OpenText’s EIM Days in Washington DC (the first of 22 cities we will visit) with a conversation around OpenText’s Smart Process Applications. Smart Process Applications are near and dear to our heart at OpenText as they encompass not just BPM and DCM technologies, but bring our integrated EIM portfolio (e.g., […]

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Doing VPEC-T Analysis in Rich Pictures

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Here are some Rich Pictures that describe a way to apply the VPEC-T framework by focusing on problem solving, change planning and design.
Figure 1 explains the main three main elements of a ‘toolkit’: The framework, a canvas and question(s).
…

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Capabilities Demystified – Part 1

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Defining Business Capabilities Business capabilities have quickly become the core element of most business architecture models. Their appeal is largely driven by three factors. First, business leaders at all levels find capabilities an appealing and useful way to think about growing their organization’s impact. Second, capabilities are versatile, easily applied to high level strategic activities […]

Yes, yes, but what do you do?

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I’ve tried explaining my job as an Enterprise Architect to a number of people, including my parents, and after I’m done I get that “sure, whatever you say” kind of a look.

I’ll not delve into my job description here, except to say that a s…

The Project Business Model Profile

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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. […]

The Project Business Model

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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 […]

Frameworks and rigour

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This is in response to the recent article of Richard Veryard “Arguing with Mendeleev”. There he comments on Zachman’s comparison of his framework with the periodic table of Mendeleev. And indeed there are cells in both tables with labelled columns (called “groups” in Mendeleev’s) and rows (“periods” respectively). Another similarity is that both deal with […]

For What It’s Worth

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We live in a world where the rate of change, the sources of change and the potential impact of change is greater than it ever was before. Strategic decisions have to be taken in the face of a considerable degree of uncertainty, so we have to learn the …

Organizational Models for Social Business

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Here we go with the third (and last) blog in this series which looks at some underlying theory about organization and management. In the social business context I consider the most significant approach to be Stafford Beer’s Viable Systems Model (VSM). The VSM has two central concepts. The first is feedback, which enables an organization to constantly learn […]