Anything Enterprise Architecture –

Enterprise and Business Architecture – Business Agility

Moving from chaos and uncertainty in the “Fit for Purpose” to a circle where many brilliant minds contribute their unique points of view to a “Real World” or “Outside In” model to establish the framework that can be adopted by any vertical or any size company.
In a real world definition the business management systems = People, Process and Technology are dependent on various inputs that a person will supply to a predefined process in the appropriate system of record for the expense and revenue transactions.

In the primary system groups we will expect 3 management capabilities. The external stakeholders classification of our companies offers are based and defined or mapped to the Technology Market Segment. This would be the current state; ideally the setup of the item would assign a general ledger account from the financial management system to three types of revenue treatments in the industry. position internationally with customers based on the industry definition their workers who are contacts in a full time or representative for a specific purpose. The same would be true for our suppliers.
Our suppliers represent our expense transaction capabilities; who supply goods or services to fulfill our customers revenue stream.
are the three contributors to the use of the system during operations. way of viewing the business requirement.

metrics based on volumes to ensure quality and environmentally responsible value to your customers based on great alignment with your suppliers.

In order to realize an framework setup for agility; let’s take a look at the highway analogy from an Enterprise and Business Architect perspective in an analogy that applies anywhere in the world. We have highways; assume 3 lanes in both directions.

We are not looking at the drivers nor the cars make, model or color. In fact; we are not concerned about the points of entry or exit. We simply know we must enter and exit in South bound direction we will work with our suppliers and assume the offer a vehicle with features and common components like the body, frame, wheel axis and seats are generic unless they are higher quality and just in time custom ordered.
quantifiable measurements to quality for better growth and better revenue to expense.

Innovation-Emerging Offers-New Business Models and Agility in any competitive offer-you want to travel in the slow lane whether you are traveling South-to ensure your suppliers are accountable for their part in the build of your offer. You are monitoring and held to stricter and more effort in meeting quality until you’ve passed the criteria of a high touch New Product Introduction.
Record Management is vital to the investment plan and realizing your strategy targets and audit worthy for risk.
Middle lane – in either direction again higher skills internally and externally yet better margin in a service provider supported model. Build order transfer model. Realize revenue without the expense. Supported by onsite resources with partial remote coverage. 12 months of a dedicated resource. Sustainable service revenue on all renewals – greater than 50k on renewals.
Exception on any partner resale hosted model through the service provider or distributor hosted by an ISP.
Both of the above are risk categories and reported differently on your performance reporting to external regulatory bodies (SEC).
Slow and middle lane – SEC or Revenue Exclusion from GAAP-Largest dollars lowest volume. According to Sales Plan for all forecast into global accounts. Typical market penetration on new offers in the emerging or new offer.
Design for New Business Models-IT and Business Strategy lisammar10.wordpress.com

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1 month ago


Syed Suhail A., Bruno H. like this

Syed Suhail A.

Syed Suhail

Syed Suhail A. • Lisa- Very though provoking and like the analogy and also the drawings. Could you please elaborate what you are proposing is applicable for a not-profit and public sector setting? In government setting, I have not seen managers discussing about revenue.
1 month ago
Lisa Marie M.

Lisa Marie

Lisa Marie M. • Of course.
Federal government the investor or sponsor. Think in terms of activities during the strategy and planning discussions. Investments are made by the offer or programs (education, workforce, healthcare, military etc).
South for an expense sponsored by the federal government;
use programs just as the engineer uses offers or marketing uses programs and sales promotions.
Goods/Services again our cars make and model
Real World or Outside In.
These are all expenses Federal>program>state>county>city/district>zip code>target consumers

A person or consumer has a 1:many relationship with the programs and therefore needs to be served directly or indirectly by the awarded grant from any federal, state or local government public sector.

North travel begins with the award of a grant (revenue) to deliver the offers directly to the consumer. True for public or non-profit provider. Invoice type reports are submitted to the sponsoring public sector organization which will come out of their committed spend or accrued liabilities account. The payment equals revenue to the provider. Terms used are different but that’s just a semantic relationship by industry.

Does this make sense?
1 month ago
Lisa Marie M.

Lisa Marie

Lisa Marie M. • A few more visuals

[caption id=”attachment_585″ align=”aligncenter” width=”640″ caption=”Anything Enterprise Architecture
Education delivery system hierarchy of actors

The next level down in reference architecture and business services
1 month ago
Syed Suhail A.

Syed Suhail

Syed Suhail A. • Understood.. make sense to me. I will suggest you to create a PPT slide and upload through SlideShare on the LinkedIn. You may use all three type of business (private, government, and not-for profit) scenario, i.e. showing for all 5 capabilities a viewpoints for the business type. Are there any scenario where you have to add more than 3 lanes?


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