From digital transformation, the need to do more with less, the necessity to optimize, as well as the requirement to create sustainable value has created a growing need to model aspects of the business.
The traditional roles both within the business as well as the IT departments have the need to document the existing situation (As-Is) as well as learn how to create possible future state (To-Be) scenarios that rethink their way of working.
This certification program developed by the Global University Alliance, which consist of a collaboration of +450 universities, professors, researchers and lecturers has identified and documented the most common modelling techniques to model business aspects. From
From business model, service concept, value components, optimization, information modelling to business blueprinting, this course uniquely elaborates on how to go about business modelling techniques and to deliver on promise.
Deliver on promise – Learn the modelling discipline to meet the business needs for digital transformation
All improvement projects from very small to huge and complex programs – ranging from service models, process models and information technology – they all share a common requirement for modelling aspects. As organizations have a greater need to rethink their existing way of working, they are faced with the challenge of delivering digital transformation on promise.
Understanding business modelling techniques that incorporates how to go about analyzing the existing situation, what information to capture, and what to rethink in order to create a better and more streamlined information flow and solution have become a critical necessity to reduce cost and create new value.
However, our research and analysis of modelling techniques in many different organizations revealed that 84 out of 100 companies failed with this task. This fits very well with the fact that only 9 out of 10 business and IT projects deliver on anything close to promise. Such numbers are troubling.
One could argue that this depends on the organization, the flows, the specific business model, the operating model, the industry as well as which information systems they use and want to use. While all of this is true, our analysis also exposed that the programs and projects that succeed follow a certain pattern.
When comparing those patterns to the organizations that did not succeed in transforming and innovating their business, we discovered that not only did they not have any such patterns, and systematically did it in a common and unsuccessful way. Therefore, it is clear that there is both a successful way and an unsuccessful way of how to go about modelling business concepts and how to automate them.
The 84% of the failing organizations focus on the latter, the automation part. They often blueprinted ‘bad’ capabilities, service flows and processes, and built new scenarios out of them. Basically, trying to create good out of bad ways of working. They also used good capabilities, service flows and processes and automated them without considering that the manual way of working, and the automated information flow, should be very different. This resulted in high development cost that created very little to no new value. The succeeding organizations focus on the first part, namely the modelling of the business done by analyzing, designing and building models of understanding and models of execution that enabled a smooth digital transformation journey.