Wonderful and thanks for the great content, if possible can you make a video or share a document for the application architecture of an organization, like how I can list different type of applications used in a public sector under one single architecture
So you said the Deloitte Industrial Transformation Framework was too broad. But actually its a good high level step by step framework. Within the Operating Model field you could then apply the Operating Model Canvas that you show here in the view. In the Business Model Field you can apply the Business Model Canvas or the Lean Canvas. In the deloitte framework the Operating Model is done after the Capapbilities Field. In your video you recommend doing the Capability Mapping after the Operating Model Canvas. Is that sequence abritary? Which one would you do first?
We need a comprehensive tool to capture all elements and to display all perspectives in a digital transformation project. Is there such thing yet? I'm interested in building one.
@@Tony-l9j I could be wrong but products like Cameo and CATIA Magic etc are deep modelling tools for industrial systems. EA doesn't really leans towards using such rich and comprehensive modelling anotations. It would be overkill for most EA endeavors.
Fantastic content, easily digestible and a much nicer alternative to ploughing through lengthy, expensive books to get to the nitty gritty. You're doing a great job in distilling the core concepts and getting the message across.
I’ve been in the corporate world for decades and watched hundreds of people explain various aspects of strategy through to operations. None as well as this. Excellent.
I just discovered your channel, and I am in heaven as a work-in-progress business architect :) ps: what do you mean by " how should capabilities be configured"?
Understanding strategy through operating models was a major challenge for me, and this video made it easy to comprehend with real-life scenarios. Thank you.
Hello Jesper. Well explained. In the MHA exercise I am wondering why the practitioner who applies for a membership is not listed in the Inputs (suppliers) box? Is this because the practitioner triggers the value stream? Thank you!
Although still a bit abstract, it is good. We extend it with a BRACI-X MODEL. B=BPMN model of the processes. RACI = IS NORMAL RACI Then X = eXtended. Where Operating model is eXtended to include repositories for all components (governance policies, standards, procedures, reports, HR job descriptions, tools used, training needed, awareness campains needed. ) At center is the RACI. Upper left is the goverance docs that say WHY and who is responsible in raci. The B, bpmn, is in lower left and is linked to a task so one alwats knows HOW to do the task. To the right the RACI is extended to include the TASK (Tools, attitude, skills, knowledge) needed to complete that task. Above the raci is a link to the irganizational diagram and each positiin linked to a job description, that includes the TASKs and TASK (tools, attitude, skills, jnowledge) so we know if the hired persin needs training.
Thank you for this. I am restructuring my department and would like to use this process. It seems that the canvas is built from one value stream. Can there be multiple value streams by area, or is it better to develop a canvas for the overall department? Alternatively, is it a better approach to define what the value stream of my department is, then build the canvas from there?
