Is business modelling a lost art? How can it be made relevant to transformation?
There are the converted few who get really excited about creating a business model showing a logical link between the mission and mandate of an organization and its strategies, activities (value chain – process) and resource base.
Why? Because this gives managers a basis for discussion about opportunities to manage new corporate initiatives, and ever increasing workload demands. Doing a one-time capacity assessment to resolve workload management concerns is not the solution. A business model is a starting point for ongoing planning and management discussions about beneficial change, and what can be realistically accomplished. This begins with the three decision making questions shown below. The dialogue continues around a clear management agenda for continuous business process improvement.