A successful operational business exchanges goods, services and money for maximum benefit for all parties involved.  Our first job as architects, analysts and business designers is to intimately understand what optimal operations should be like for those who manage and conduct operational work. Then and only then, should we define what operational capabilities and which resources are needed to keep providing business operations with the capability to be at its best.

So do you know what operational ‘best ‘looks like? Do you know what should change?

Working with hundreds of organizations we have discovered that most are unclear what ‘best’ means operationally. They consistently run into trouble when trying to establish or adapt their capabilities because there are no operational criteria. They often build inappropriate solutions solving the wrong problem, run misdirected projects wasting scarce resources and ultimately they leave the business incapable operationally. Our challenge is to be good at both operations and change concurrently.

Steven Covey’s second habit reminds us – ‘ends before means’. Effective business operations are our ends. Business capability transformation is our means. This keynote session will deal with each and show some elegant ways to keep them in synch.

• What does a business perspective mean?
• What’s the nature of business operations and management activities (run the business)?
  • Interact with stakeholders, plan operational work, establish accountabilities, do work, make business decisions, administer rules, assign operating resources, measure, monitor and adjust activities and resources
• What’s the nature of business capability transformation (change the business)?
  • Evaluate performance gaps, evaluate capability gaps, define new capabilities, prioritize transformation programs, budget change resources, build capabilities, implement resource and behavior change
• How an effective business architecture combines the two perspectives
  • BPM Perspective
  • Capability Perspective