Search Results for: business model

If your Business Architecture framework does not return results follow this

by

Today there is no proper method to model your enterprise, no matter what they say. We haven’t seen so far in the public domain models that illustrate the architecture of an enterprise so that you  can understand what you would get as EA.
Moreover,…

Operating Models Must Evolve To Address RPA Gaps

by

The search for “quick solutions” to fragmented business applications has pushed RPA investment. I’ve taken over 200 hundred inquiries on RPA in the last six months and also attended Blue Prism, Automation Anywhere, NICE, and other vendors conferences and spoken to thier customers. About half the enterprises I have talked with are just starting out either in vendor review or staging early POCs, with the other half in production and looking for the next process to robotize. I’d estimate only about 10% are in any form of large scaled opertations. And most have tackled simple processes that I define as less then 200 human clicks replaced by a Bot that access less then three applicaitons.

But things are moving quickly. RPA tools are relatively cheap. And they work fast. There is no requirements document. You can download free RPA software and develop a Bot in a few days. And who needs a business case when projects can be self-funded from productivity gains? Yet, I’m sensing that early enthusiasm has led to tapping the breaks. Here’s why?

Stakeholders are not properly aligned to the emerging digital workforce. Yes. It might take only a month to build the digital worker. But six times that to get management and other stakeholders on board. In most organizations, the number of people working for a person is a measure of importance. So when you tell them you will replace humans with digital workers they are threatened. Tech management also has a long list of objections and may resist small changes to legacy systems that make Bots work better. Senior technical leadership is often not on board. And thats just for starters.

Some bad processes are getting robotized. RPA plugs gaps in legacy systems and sometimes will delay needed system modernization. Some processes you don’t want to institutionalize by adding robots. If we can improve things first, then do it.

Read more

New book: ‘Changes – a business novel’

by

Delighted to say I’ve just published my ‘business-novel’ Changes. Hooray! More details are at https://leanpub.com/tb-changes . Here’s the cover: And here’s the blurb: Marco has a new job: Head of Organizational Change. But his bright new plan to bring the company into the…

How to Design a Target Operating Model – Part 2

by

In my last article, I talked about some of the key aspects you must consider when defining a target operating model. In this follow up piece I have delved a little deeper and will look […]

The post How to Design a Target Operating Model – Part 2 appeared first on Enterprise Architects.

[GUEST BLOG] How to design a Target Operating Model that delivers tangible outcomes

by

The term Target Operating Model (or TOM) has been used a lot in many of the organisations that I have worked for all around the world over the years. Many 100s of millions of dollars in business […]

The post [GUEST BLOG] How to design a Target Operating Model that delivers tangible outcomes appeared first on Enterprise Architects.

ANNOUNCEMENT – EA Learning Launches new Operating Model Design course

by

This week, EA Learning is proud to announce the latest course to be added to our expanded Architecture and Design training curriculum, Applied Operating Model Design. The course is authored by Julie Choo, an experienced […]

The post ANNOUNCEMENT – EA Learning Launches new Operating Model Design course appeared first on Enterprise Architects.

5Di – Our Operating Model

by

or how we aim to grow our trees together.



https://www.flickr.com/photos/rod_waddington/14070411621
Up until recently, 5Di Ltd. was the commercial vehicle for my Change Design and Advisory services. This is changing as I write; 5Di will become a ‘Team’ within the next few weeks. I’m not sure how exactly all the pieces will fall into place, but I am eating my own dog food; experiment, include, listen to feedback, and evolve.


Before I explain the specifics, I’d ask that you watch a few of the videos here to see and hear where much of the inspiration for our operating model comes from:


****
V
V
V
V
V




 Chuck Blakeman Crankset:


Katz Kiely: – BBC Radio 4 interview (audio only).
http://www.bbc.co.uk/programmes/b082j0gj

Dan Ward – all of his series are great, but if you’re short on time, just watch the first and last for now:


The full set:


 Back to 5Di, we have a ‘T’ shape service portfolio; The T-bar is the Change Design journey described in the Found In Design un-book and the T-column are technology services focused on Cloud-Native architectures and integration.

Our principles are:
  • Keep things simple as possible
  • Work on interesting projects
  • Deliver value for money
  • Share rewards
  • Be clear, concise and transparent.


We can deliver Value-for-Money.
All 5Di consultants have tons of real-world experience and many have worked for Big-Five or similar – so we know how much they charge for this type of service and,  the other tricks they pull which we will avoid (like land-and-expand etc.). As a rough estimate, I’d say we will come in at less that 30% of large traditional consulting firms.


Why?
Because our fees are at least 40% cheaper for the same level of skill/expertise and we deliver value faster (fewer charged days) because we’re not motivated to drag-things-out with large teams. We have no ‘bench’ to sell.


How?
5Di’s business model is simple:
  • We make sure all in the 5Di team get a good day-rate compared to them going to market individually ‘contracting’.
  • We make a reasonable markup on the fee, but then everybody gets a slice of 5Di’s year-end profits.
  • We are like-minds who *want* to work with each other (most of us have in the past).
  • We are all motivated to do a great job for the client – all our work is through referral.
  • As a team we attract other great talents through our collective personal network – I’m getting requests to join the 5Di family weekly.

All this will be explained (using our principles!) on the 5Di website soon. The current site is now horribly out-of-date, rather messy, and way too wordy – we promise a much better one!


***

In a room full of competent business professionals, what makes you stand out?

by

Have you ever invested the time to work out what it is about yourself that got you to where you are today? Or taken it a step further and more importantly worked out what it […]

The post In a room full of competent business professionals, what makes you stand out? appeared first on Enterprise Architects.