Architect the Enterprise - The People Side
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Bridging the Gap Between Shareholder Value and Customer Value - ChiefExecutive.net | Chief Executive magazine

Bridging the Gap Between Shareholder Value and Customer Value - ChiefExecutive.net | Chief Executive magazine | Architect the Enterprise - The People Side | Scoop.it
Shareholder value is an increasingly controversial topic in the C-suite. More and more business experts point to the unanticipated risks of the shareholder value approach, arguing that the purpose of a company must be to serve the customer, not to maximize short-term profits for shareholders.
Louise A Harris's insight:

Shareholder value depends on the effective delivery of customer value. What if investments in processes and resources to identify and increase customer value were actually treated as investments, rather than an expense. Would this promote a cultural change for those organizations still largely focused on maximizing this quarter's profits?

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LEGO, an Enterprise Architecture Perspective | Bluelighthouse.org

LEGO, an Enterprise Architecture Perspective | Bluelighthouse.org | Architect the Enterprise - The People Side | Scoop.it
Louise A Harris's insight:

In addition to re-using the People EA artifacts to assess the impact of business change on the organization structure as described by Ahsan Rauf, there is also opportunity to architect organization culture. Ensure all your communications reinforce the desired organization culture. Particularly when undergoing business transformation, it is valuable to reflect key messages in EA models to reinforce the change management strategy.  

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Cardinal Health - Enabling Customer Capabilities

Cardinal Health - Enabling Customer Capabilities | Architect the Enterprise - The People Side | Scoop.it

In 1971, with an MBA from Harvard Business School in his pocket, 26-year-old Bob Walter started Cardinal Foods, a food wholesaler serving central Ohio and the Midwest. He soon expanded the company’s mission to drug wholesaling. Today, Cardinal Health Cardinal has grown into much more than a national drug wholesaler, including a retail pharmacy and manufacturer, employs more than 55,000 people on six continents and produces annual revenues exceeding $65 billion. 

Louise A Harris's insight:

Bob Walters Cardinal Health has sought to set itself apart with by focusing on partnering with their customers to deliver value in response to their customers fundamental business needs. They define their success in terms of helping their customers succeed. They build their products and services around enabling the capabilities their customers need.


Architecting your enterprise around delivering customer value is critical to align focused effort and investment with strategic priorities. 


Corporate culture is reinforced by the way you measure success.

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Snowlanta No Match for Corporate Culture

Snowlanta No Match for Corporate Culture | Architect the Enterprise - The People Side | Scoop.it
Let me tell you about Derrick, my hero this week.It was after nightfall, a snowstorm had crippled Atlanta, the sidewalks were iced over and an older guest approached the front desk in tears. Her
Louise A Harris's insight:

Are you deliberately architecting your corporate culture or allowing it to just evolve?

What is the impact of your corporate culture on your value propositions and strategic direction?

Are you leveraging your corporate culture to implement your strategic direction?

Arne Sorenson, the CEO of Marriott International, describes how corporate culture was deliberately architected in their company by its founder. He also mentions how it is reinforced through recruitment processes and management practises. 

Taking the time and effort to architect the people side of your enterprise in alignment with its value propositions is essential to both the health of your organization and its bottom line.

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