Successful Reorganizations, Business Architecture
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The 7 Laws of Regenerative Enterprises

The 7 Laws of Regenerative Enterprises | Successful Reorganizations, Business Architecture | Scoop.it
Until now managing’s design, innovation, and transformation has not been effectively carried out because no framework made sense of it.
Alina Bortkevič's insight:

"We need first to understand enterprises, along with the humanity and activities that make them up. And this understanding must be developed in light of (1) economic value creation – the primary function of a business enterprise – and (2) accepting the challenge that an enterprise ought to be able to thrive forever, if it chooses to."

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Where’s the Art in Enterprise Architecture?

Where’s the Art in Enterprise Architecture? | Successful Reorganizations, Business Architecture | Scoop.it
I had the opportunity to attend the First Australian Enterprise Architecture Conference, 19th and 20th November 2013, at the iconic Melbourne Cricket Ground. The conference wrapped up with the trad...
Alina Bortkevič's insight:

"[...] enterprise architects are uniquely placed to improve systems and make people’s lives better. "

"Enterprise architects continue to debate what enterprise architecture means, what enterprise architects do and how it adds value. The endlessness and circularity of the debate signifies the field’s relative immaturity."

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Mike The Architect: Business Architecture

Mike The Architect: Business Architecture | Successful Reorganizations, Business Architecture | Scoop.it
Mike Walker discusses Enterprise Architecture (EA) news, events, key EA trends, thought provoking articles, proven practices, while exploring the enterprise architecture processes, tools and advanced patterns for solving business problems.
Alina Bortkevič's insight:

" Business architecture is being used to design, plan, execute, and govern change initiatives throughout public and private sector entities. An architectural approach can systematically highlight the most effective state for a given environment, and then define how change can be effected within acceptable benefit, cost, and risk parameters. A key challenge to this approach is the consistent definition of the organization and where it needs to be, and in response this White Paper introduces a comprehensive reference model for business. The Business Reference Model (BRM) can be applied to both private and public sector organizations alike, and gives complex organizations a common way to view themselves in order to plan and execute effective transformational change. "

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Nancy Knowlton – Education, Business, Management, Technology, Innovation » A new way of thinking about organization structure

Nancy Knowlton – Education, Business, Management, Technology, Innovation » A new way of thinking about organization structure | Successful Reorganizations, Business Architecture | Scoop.it
Alina Bortkevič's insight:
Striving to make customers the focus of an organization’s actions and decisions results in solid teamwork and collaboration by the staff.
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Rescooped by Alina Bortkevič from Innovation Management
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Another Face Palm Moment : The Innovation Management Maturity Model

Another Face Palm Moment : The Innovation Management Maturity Model | Successful Reorganizations, Business Architecture | Scoop.it

Dr. Dan:  Yupper, yet another so-called "maturity model" which deserves a SUPER face palm recognition for declaring that the "highest maturity organizations embody the three categories of people, process, and tools."

 


Via Dan Kirsch
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Dan Kirsch's curator insight, November 12, 2013 12:30 PM

Seriously?  Again?  Apparently.  This time an "Innovation Management Maturity Model."


Yes, another so-called "maturity model" that declares that you aren't actually doing innovation unless....wait for it....you are using tools as outlined in the model.  Yup, and the even used that "three-legged stool" metaphor.


And in a great piece of irony....the folks behind this model apparently were conducting a study in which "very few" organizations were at the top levels of maturity because they didn't "embody the three categories of people, process, and tools as outlined in the model."


A peek at what they consider the "tools" to be all about really clears that up for us -- seems that to reach a high level of maturity that you must have in place a Product Portfolio Management (PPM) system that "automates processes."  Which all boils down to utilizing a system sold by (drum roll, please!)....the company that puts out the "Innovation Management Maturity Model" (and who also wrote what seems to be a lot like a marketing fluff piece).


I find it interesting that when you run into "maturity models" that you find that the model has more to do with selling the services of those who create a model than anything else.


And while we're at it, let's take a whack at what they describe as "mature" in the area of "process" -- that would be according to the study, the "automation of the commercialization process" and they "have fully automated and standardized processes."  Glad we cleared that up!


Okay, I think that we've seen enough and we should probably just move along to our regularly scheduled days.  But thanks to them for an opportunity to employ a Super Face Palm!

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5 Core Skills of Disruptive, Visual-Thinking Innovators

5 Core Skills of Disruptive, Visual-Thinking Innovators | Successful Reorganizations, Business Architecture | Scoop.it
“Visual thinking is the foundation for being creative and solving some of the most complex problems,” explained author and founder of Innovation Studio Lisa Kay Solomon. Solomon and Emily Shepard of...
Alina Bortkevič's insight:

Onserve, question, associate, experiment, network.

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POET - The Pragmatic Ontology for Enterprise Transformation

WHY? "The only constant is change!" has been the battle cry for many years but in the 21st century, just being able to deal with change is no longer enough. ...

Via Jonathan Belisle
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Flipping the Odds for Successful Reorganization

Flipping the Odds for Successful Reorganization | Successful Reorganizations, Business Architecture | Scoop.it
Reorganizations often fail. BCG has uncovered six factors that can dramatically improve a company’s odds of reorganization success.
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Driving Successful Reorganizations | Centralization, transparency, and engagement

Driving Successful Reorganizations | Centralization, transparency, and engagement | Successful Reorganizations, Business Architecture | Scoop.it
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How does "Design Thinking" fit in Business Architecture? - Enterprise Architecture Matters

How does "Design Thinking" fit in Business Architecture? - Enterprise Architecture Matters | Successful Reorganizations, Business Architecture | Scoop.it
Since both Business Architecture and Design Thinking have rather vague and wide scoping definitions it is hard to think they have having nothing in common. Yet, at first sight, it is hard to find anything common. We have to look through the thick cloud of fuzzyness to find the relationship, if...
Alina Bortkevič's insight:
"Design Thinking complements "Business Architecture (BPM) by forming together the Business Process Design discipline that takes into consideration in process modelling human "latent needs, behaviors, and desires".  In terms of EA, business processes designed for people would enhance the enterprise operation. But business process re-design as such is not really the object of EA, but in itself it is a business goal that determines the target EA."
"Design Thinking addresses business processes improvement rather than EA."
 
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The Stupidity Index-- Power of Stupid, Idiocy, Lunacy, Folly... Stupidity-Based Theory of Organization and Management

The Stupidity Index-- Power of Stupid, Idiocy, Lunacy, Folly... Stupidity-Based Theory of Organization and Management | Successful Reorganizations, Business Architecture | Scoop.it
Stupidity: Problems with stupidity is that nobody has a really good definition of what it is. In fact, geniuses are often considered stupid by a stupid majority (though nobody has a good definition of genius, either)...
Alina Bortkevič's insight:

"We see functional stupidity as being created not through intellectual deficits but through political expediency and the exercise of power. In other words, organizational members become functionally stupid through a series of cultural and institutional beliefs… reinforced by managerial (and self-managerial) interventions, such as; encouraging narrow action orientation, celebration of leadership, attachment to structure, strong belief in institutions… which discourage substantive reasoning and justification… This happens through a combination of indirect and more systemic stupidity management…"

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Business Intelligence: Free Pressures For Fee Solutions

Business Intelligence: Free Pressures For Fee Solutions | Successful Reorganizations, Business Architecture | Scoop.it
I read “KB Crawl sort la tête de l'eau,” published by 01Business. The hook for the article is that KB Crawl, a company harvesting Internet content for business intelligence analyses, has emerged fr...
Alina Bortkevič's insight:

Business intelligence services are perceived as costs, not revenue producers.

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IT Governance Glossary

IT Governance have documented all the acronyms and terms within our industry with a brief description to help better your understanding. Find what you're looking for below.
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The Business Intelligence of Putting BI in the Cloud

The Business Intelligence of Putting BI in the Cloud | Successful Reorganizations, Business Architecture | Scoop.it
Brad Peters, CEO of Birst, explains how his cloud-based business intelligence service works better than other BI software options.

Via Thomas Faltin
Alina Bortkevič's insight:

"The bigger the company, and the more established that company is in terms of IT—any company that quotes to you how many developers they have internally is going to fight democratization of BI. On the other end of the spectrum, you’ve got companies that are newer, younger, nimble, growing fast, that have leaner, meaner IT staffs—midsize organizations, technology companies—they actually like it. Some of our best champions are in IT, but they work in companies where IT doesn’t exist just to feed IT."

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The Board of Directors in the digital age

Alina Bortkevič's insight:

"The study looked at the 100 biggest companies in the United States, Europe and Asia, so 300 businesses in all, with 3,307 directors. The main findings of the study are as follows:

18 companies out of the 300, or only 6%, had a Board of Directors that could be described as "highly digital".169 companies, 23%, had a relatively high level of digital representation (at least one expert in this field).70% of companies did not have a single director who was a digital expert (210 companies).

There is a significant difference between the regions, as 88% of "highly digital" Boards are in the United States, with the other two in Europe, and none in Asia."

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M&A as competitive advantage | McKinsey & Company

M&A as competitive advantage | McKinsey & Company | Successful Reorganizations, Business Architecture | Scoop.it
Treating M&A as a strategic capability can give companies an edge that their peers will struggle to replicate. A McKinsey & Company article.
Alina Bortkevič's insight:

"Companies are more successful at M&A when they apply the same focus, consistency, and professionalism to it as they do to other critical disciplines."

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New Study Shows Companies Can Reverse the Odds and Achieve Successful Reorganization

New Study Shows Companies Can Reverse the Odds and Achieve Successful Reorganization | Successful Reorganizations, Business Architecture | Scoop.it
BOSTON, MA--(Marketwire - Apr 25, 2012) - Rapid change requires companies to reorganize more frequently, more fundamentally, and faster than ever before. Yet the odds of failure are high.
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The Key To Successful Corporate Reorganization

The Key To Successful Corporate Reorganization | Successful Reorganizations, Business Architecture | Scoop.it
Most of the time it produces no real benefit. Here's why.
Alina Bortkevič's insight:

 "A recent Bain & Company study of 57 major reorganizations found that fewer than one third produced any meaningful improvement in performance. Some actually destroyed value."

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