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Smart cognitive and knowledge maps in organization
Sh. Mohamed bin Rashid Smart cognitive and knowledge maps in organization In the race for excellence, there is no finish line
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Enterprise Operation Misalignment Influencers Customers Suppliers
A continuous understanding of its surrounding landscape, Ability to envision the future and to set a winning direction Leveraging the latest technological and business capabilities and To Quickly and intelligently align itself to achieve its objectives. Strategy Manage Funds Build IT Recruit & Retain HR Provide Services Customers Loss of Opportunity Suppliers (click) Every organization is a kind of business transformation that will take product being tangible or intangible from its suppliers and provide its consumers or customers with its added value product or services through a series of business processes. But these business processes don’t operate in the vacuum.. These business processes reflect (or supposedly should reflect ) (click) the strategy of the organization, even if this is not a written strategy. And these processes are supported by (click) capabilities which are mainly IT capabilities and Human Resources capabilities. Strategy responds to the macro-economy and micro-economy. (click) and capabilities leverage Technology and Business Trends. But these two major influencers are not aligned and each move in its own direction (click) making a shear on the system. As a result we end up with strategy with no processes or capabilities that support it – and that opportunity lost – on the other hand, we end up also with some processes and capabilities that lost their strategic drivers but they are still being practiced and maintained, and that is waste of resources. A 2002 study done by Howard Rubin from Meta Group (Now part of Gartner Group) to measure the direct waste in IT. The survey which was conducted for over 30,000 organization in more than 120 countries concluded that over 50% of all IT spending is direct waste.. That amounted to $2 Trillion in 2003 alone. Why this is happening, and it was not happening before?? Lot of factors, but the most important factor is because the business cycle (which is the time to go from concept to implementation) shrunk dramatically from 7-10 year to months.. We had the time before to spend 6 months on strategic planning, a year on alignment and the rest on implementation. Things were changing slowly. But in today economy and business environment and if we followed the same method before, we will run out of time before we can start implementation. We don’t have the luxury of time for strategic planning and alignment that we had before. Therefore we need a much more efficient way for aligning processes and capabilities to a dynamic and open strategy. Operation IT Capabilities WASTE HC Capabilities Technology and Business Trends
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Organization Operation
External Assessors Institutional Investors Commissions & Associations Stockholders C&A Regulators Media Family Holding Directives Board of Directors Standards Board of Advisors Auditors External Regulations Senior Executives Analysts GOV Regulators Governmental Agencies Management External Investigators Competitors Employees / contractors Bankers Customers Operation Product Suppliers Channels Partners Community at large
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Organization Operation
External Assessors Institutional Investors Commissions & Associations Stockholders C&A Regulators Media Family Holding Directives Board of Directors Standards Board of Advisors Auditors External Regulations Senior Executives Analysts GOV Regulators Governmental Agencies Management External Investigators Product Development Customer Development Customer Care Sales Marketing Core Business Product Development Procurement Competitors Employees / contractors Bankers Customers Customers Suppliers Channels Channels Logistics Capability Development Partners IT Facilities HR Finance Community at large
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Stakeholders Media Analysts Competitors Community at large
External Assessors Institutional Investors Commissions & Associations Stockholders C&A Regulators Media Family Holding Board of Directors Board of Advisors Auditors External Senior Executives Analysts GOV Regulators Governmental Agencies Management External Investigators Competitors Employees / contractors Bankers Customers Suppliers Channels Partners Community at large
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Operation Engineering
9 Disciplines External Assessors Institutional Investors Commissions & Associations Stockholders C&A Regulators Media Family Holding Board of Directors Board of Advisors Auditors External Strategy Senior Executives Analysts GOV Regulators Governmental Agencies Management External Investigators Product Development Customer Development Customer Care Sales Marketing Core Business Product Development Procurement Operation Engineering Competitors Employees / contractors Bankers Customers Customers Suppliers Channels Channels Logistics Capability Development Partners IT Facilities HR Finance Community at large
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Governance, Risks and Compliance
9 Disciplines External Assessors Governance, Risks and Compliance Institutional Investors Commissions & Associations Stockholders C&A Regulators Media Family Holding Organizational Project Management Board of Directors Board of Advisors Auditors External Strategy Brand Management Senior Executives Analysts GOV Regulators Governmental Agencies Management External Investigators Product Development Customer Development Customer Care Sales Marketing Core Business Product Development Procurement Operation Engineering Competitors Employees / contractors Bankers Customers Customers Suppliers Channels Channels Logistics Capability Development Partners IT Facilities HR Architecture EICT Automation Business Management Culture Competencies managment Finance Community at large
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Governance, Risks and Compliance
9 Disciplines External Assessors Governance, Risks and Compliance Institutional Investors Commissions & Associations Stockholders C&A Regulators Media Family Holding Organizational Project Management Board of Directors Board of Advisors Auditors External Strategy Brand Management Senior Executives Analysts GOV Regulators Governmental Agencies Management External Investigators Product Development Customer Development Customer Care Sales Marketing Core Business Product Development Procurement Operation Engineering Competitors Employees / contractors Bankers Customers Customers Suppliers Channels Channels Logistics Capability Development Partners IT Facilities HR Architecture EICT Automation Business Management Culture Competencies managment Finance Community at large Enable the provision of balanced value to all stakeholders
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9 Disciplines Influencers Customers Suppliers Strategy Operation
Manage Funds Build IT Recruit & Retain HR Provide Services Suppliers Operation IT Capabilities HC Capabilities Technology and Business Trends
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Operation Engineering
9 Disciplines Governance, Risk & Compliance Influencers Organizational Project Management Strategy Brand management Manage Funds Build IT Recruit & Retain HR Provide Services Operation Engineering IT Architecture Business Automation Organizational Culture HR Competency Technology and Business Trends Keep the capabilities aligned to the strategy
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Concepts Best Practices Reference Models Cognitive Maps Meta Model
Maturity Model
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Strategic Intent
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Strategy MAP
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Activity Model
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Architecture Building Blocks
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Meta Model
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S D1:EBMM Organization Strategic Intent Comp. D4: Competency
5 6 Comp. D4: Competency Comp. D3: Competencies Framework 7 9 6 1 D3: EBMM Strategy MAP 8 9 10 D5: EBMM Objective Diagram T 14 15 17 16 18 19 20 8 10 2 5 4 Comp. D6: Position Family Competencies D4: EBMM SWOT Assessment 13a 13b 13c 13d 12a 12b 7 Comp. D2: Position Family Tree 11 S Position Family 4a 3 Position Family 3 Comp. D5: Assigned Party Roles & Competencies 4b Excel ABB Position 4c EBMM D8: Business Architecture Diagram BA1 BA2 D6: EBMM ??? Diagram 21 Comp. D1:Activity Roles Diagram or Team Architecture Position Business Architecture The know how, improve the people, it is a whole program: competency The will: culture 7 types of MAPs through the 9 disciplines: Strategy MAP: do it on top then cascade it to sub organizations Business Architecture MAP: Competency Framework: ABB IT architecture: Enterprise structure (organization Chart) Branding Framework: the core things that I have that contribute to the branding Culture: Governance & OPM do not tell stories D7: EBMM Motivation Diagram 22 23 Competencies 2 1 D1: IT Capabilities Diagram Excel
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Discipline Maturity Model
Continuously Improve Optimized Generative The most complete activity model of the value chain. Activities are added for optimization and continuous improvement Augment Learn Sustainable Predictable More activities that enhance the effectiveness of the discipline and its sustainability are added to the value-chain Practice Compliant Defined The discipline is focused around its essence and the essentials value-chain activities of the discipline are defined and practiced Define Aware Dysfunctional Managed The discipline is carried by experienced managers but with no or little effort to formalize its activities. It is a hero system Toxic Ad Hoc Activities are done by trial and errors if any. No real awareness of the discipline Initial
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What is Next Big Data and Cognitive maps
Market for knowledge exchange through cognitive maps Business Automation Intelligent Agile Operation
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Oussama Ziade Tank You
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