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|The structure of this post|
|Mindmap: Theory of Constraints with Flying Logic|
I got aware of the model during a conference when one of the main authors (the Business Rules expert Ronald Ross) explained it briefly. It doesn’t surprise that he uses the model to explain how Business Rules fit into an organisation.
I used the model to define the strategy of our department. The big advantage is that it explains easily the difference between concepts like “Vision”, “Mission”, “Goal”, “Objective”, “Strategy”, and “Tactic”. Having the clear distinction of these terms facilitates discussions that allow focusing on the “why” behind your activities. The terminology and relationships between the concepts provided by the model make it simple to see the bigger picture and how everybody’s work relate to our goals.
The model includes further related concepts as can be seen from the diagram on the right side.
I had a training course today on leadership. I was shown the following video clip. Enjoy!
I added a new mindmap on my website. This one covers the first chapter of a book on the nature of the information business. It shows some interesting aspects that everybody has to keep in mind when developing a business model on information. Why only the first chapter? Because it is the overview chapter. If you are interested in more on a specific topic, just read the according chapter.
Key lessons that got reinforced on the conference:
- The problems are always the same, and it is never a hard problem, but always a soft problem (TROPICS).
- BPM is very close to Organisational Development (OD).
- EA and BPM are similar in many ways and very political. Governance, strategy, measurement and incentives are key concepts for both.
- Don’t boil the ocean. Better stay with a specific approach/activity and stick with it than starting everything at the same time.