Enterprise Standards:Strategy Management Reference Content - Revision history

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← Older revision		Revision as of 09:53, 9 January 2017
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−	~~[[Category: Enterprise Management Standards]]~~
	{{DISPLAYTITLE:Strategy Management Reference Content}}		{{DISPLAYTITLE:Strategy Management Reference Content}}

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	[[File:LEAD-Enterprise-Strategy-Reference-Content-Strategy-Roadmap.pdf\|LEAD Enterprise Strategy Reference Content Strategy Roadmap]]		[[File:LEAD-Enterprise-Strategy-Reference-Content-Strategy-Roadmap.pdf\|LEAD Enterprise Strategy Reference Content Strategy Roadmap]]
		+
		+	[[Category: Enterprise Standards]]

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 === Strategy (S) Artefacts ===
-The Strategy Reference Content has 3 types of artifacts in terms of both strategy maps, matrices and models that capture the meta objects which are instrumental, and an essential part of the enterprise modelling, enterprise engineering and enterprise architecture. Each of these are based on a specific view, with particular stakeholder concern to enable value identification, creation, and realization in achieving the linked Value, Performance, Cost or Revenue Driver identified.
+The Strategy Reference Content has 3 types of artefacts in terms of both strategy maps, matrices and models that capture the meta objects which are instrumental, and an essential part of the enterprise modelling, enterprise engineering and enterprise architecture. Each of these are based on a specific view, with particular stakeholder concern to enable value identification, creation, and realization in achieving the linked Value, Performance, Cost or Revenue Driver identified.
 Fully integrated and standardized application modelling and architecture artefacts enables the subject matter experts/practitioners to work and model with the strategy meta objects throughout all the architectural layers (business, application and technology) and this is one of the greatest strengths of the LEADing Practice Enterprise Standards. Not only are the strategy objects governed by its connection modelling rules, but how and where the artefacts interlink and share common objects is also defined and standardized.

@@ Line 6: / Line 6: @@
 As described in the definition of the LEAD Glossary, a strategy is defined, created and orchestrated based on many different factors – usually on behalf of factors that are internal yet also factors that are external.  Even so, a strategy orientates around and within different types of contexts. For the purpose of the Strategy (S) Map and Strategy (S) Matrix, we will consider strategy to be the intentional plan, containing specific statements of goals and strategic directions/actions to gain (or being prepared to gain) a position of advantage over adversaries or to best exploit emerging possibilities.
-=== Strategy (S) Templates & Artifacts ===
+=== Strategy (S) Artefacts ===
 The Strategy Reference Content has 3 types of artifacts in terms of both strategy maps, matrices and models that capture the meta objects which are instrumental, and an essential part of the enterprise modelling, enterprise engineering and enterprise architecture. Each of these are based on a specific view, with particular stakeholder concern to enable value identification, creation, and realization in achieving the linked Value, Performance, Cost or Revenue Driver identified.
-Fully integrated and standardized application modelling and architecture templates enables the subject matter experts/practitioners to work and model with the strategy meta objects throughout all the architectural layers (business, application and technology) and this is one of the greatest strengths of the LEADing Practice Enterprise Standards. Not only are the strategy objects governed by its connection modelling rules, but how and where the templates interlink and share common objects is also defined and standardized.
+Fully integrated and standardized application modelling and architecture artefacts enables the subject matter experts/practitioners to work and model with the strategy meta objects throughout all the architectural layers (business, application and technology) and this is one of the greatest strengths of the LEADing Practice Enterprise Standards. Not only are the strategy objects governed by its connection modelling rules, but how and where the artefacts interlink and share common objects is also defined and standardized.
-=== The Strategy (S) Map Template ===
+=== The Strategy (S) Map Artefact ===
 The Strategy (S) Map provides an overview of the key strategies of the organization and their main aspects. The following aspects are described per strategy by default:
@@ Line 21: / Line 21: @@
 [[File:LEAD-Frameworks-Table-Strategy-Map.pdf|LEAD Frameworks Table Strategy Map]]
-=== The Strategy (S) Matrix Template ===
+=== The Strategy (S) Matrix Artefact ===
 The Strategy (S) Matrix provides an overview of the key strategies of the organization and their main relationships with other Objects:
@@ Line 34: / Line 34: @@
 [[File:LEAD-Frameworks-Table-Strategy-Matrix.pdf|LEAD Frameworks Table Strategy Matrix]]
-The strategy maps, matrices and models are therefore used in the decomposition and composition work within and throughout the different layers. Each specific strategy template shows which objects are within which template, thereby specifying if it is a map, a matrix or a model. It furthermore shows where the object of one template can be reused in another template.
+The strategy maps, matrices and models are therefore used in the decomposition and composition work within and throughout the different layers. Each specific strategy artefact shows which objects are within which artefact, thereby specifying if it is a map, a matrix or a model. It furthermore shows where the object of one artefact can be reused in another artefact.
 The Strategy (S) Model and the identified Strategic Business Objectives of a company (and thereby the strategy itself) can – for example in the following Finance Strategy Model - be categorized and connected as shown in the following picture:
@@ Line 51: / Line 51: @@
 [[File:LEAD-Enterprise-Strategy-Reference-Content-Strategy-Model-Finance.pdf|LEAD Enterprise Strategy Reference Content Strategy Model Finance]]
-=== Using the Strategy (S) Templates & Artifacts ===
+=== Using the Strategy (S) Artefacts ===
 Once the Strategic Business Objectives have been specified, they are then linked to, associated with and connected to the other objects. This association enables the expert/practitioner to tie them to the areas where the Strategic Business Objectives have a connection and/or influence. A list of meta objects the Strategic Business Objectives relate to are:
@@ Line 75: / Line 75: @@
 *Infrastructure Owner (S)
-'''Roles involved with the Strategy templates and meta objects:'''
+'''Roles involved with the Strategy artefacts and meta objects:'''
 {|class="wikitable" style="border: none;width:100%;border:0px; color:white;"
 |class="thead" style="border: none;background-color:#1497d5;width: 30%;text-align:left;" |
@@ Line 101: / Line 101: @@
 (S) = Secondary object/role
-==== Stakeholders involved with the Strategy templates and meta objects: ====
+==== Stakeholders involved with the Strategy artefacts and meta objects: ====
 *Top Management: CEO/President

← Older revision		Revision as of 13:29, 2 September 2015
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		+	[[Category: Enterprise Management Standards]]
	{{DISPLAYTITLE:Strategy Management Reference Content}}		{{DISPLAYTITLE:Strategy Management Reference Content}}

@@ Line 4: / Line 4: @@
 As described in the definition of the LEAD Glossary, a strategy is defined, created and orchestrated based on many different factors – usually on behalf of factors that are internal yet also factors that are external.  Even so, a strategy orientates around and within different types of contexts. For the purpose of the Strategy (S) Map and Strategy (S) Matrix, we will consider strategy to be the intentional plan, containing specific statements of goals and strategic directions/actions to gain (or being prepared to gain) a position of advantage over adversaries or to best exploit emerging possibilities.
 === Strategy (S) Templates & Artifacts ===
 The Strategy Reference Content has 3 types of artifacts in terms of both strategy maps, matrices and models that capture the meta objects which are instrumental, and an essential part of the enterprise modelling, enterprise engineering and enterprise architecture. Each of these are based on a specific view, with particular stakeholder concern to enable value identification, creation, and realization in achieving the linked Value, Performance, Cost or Revenue Driver identified.
 Fully integrated and standardized application modelling and architecture templates enables the subject matter experts/practitioners to work and model with the strategy meta objects throughout all the architectural layers (business, application and technology) and this is one of the greatest strengths of the LEADing Practice Enterprise Standards. Not only are the strategy objects governed by its connection modelling rules, but how and where the templates interlink and share common objects is also defined and standardized.
@@ Line 18: / Line 14: @@
 The Strategy (S) Map provides an overview of the key strategies of the organization and their main aspects. The following aspects are described per strategy by default:
 * ''' What ''' (in terms of context specification) = Strategic Business Objectives.
 * ''' Where ''' (in terms of location specification) = Enterprise Area, Business Area/Group, etc.
@@ Line 28: / Line 23: @@
 The Strategy (S) Matrix provides an overview of the key strategies of the organization and their main relationships with other Objects:
 * ''' Why ''' (in terms of reason and/or motivation for change specification) = Forces & Drivers.
 * ''' Who ''' (in terms of business, service and/or process area is responsible for the results) = Owner.
@@ Line 40: / Line 34: @@
 The strategy maps, matrices and models are therefore used in the decomposition and composition work within and throughout the different layers. Each specific strategy template shows which objects are within which template, thereby specifying if it is a map, a matrix or a model. It furthermore shows where the object of one template can be reused in another template.
 The Strategy (S) Model and the identified Strategic Business Objectives of a company (and thereby the strategy itself) can – for example in the following Finance Strategy Model - be categorized and connected as shown in the following picture:
 *Improve Operational Excellence (SBO)
 *Strengthen Internal Controls (SBO)
@@ Line 54: / Line 43: @@
 The above 5 Strategic Business Objectives are then directly connected to, at least, one or more Critical Success Factors (objectives) that has also been identified and aligned to the strategy of the example Finance Strategy Model. Each Critical Success Factor has then, in turn, been associated with and related to several other important factors of the enterprise, such as:
 *Reporting requirements and functionality
 *Business competency groups
@@ Line 67: / Line 53: @@
 Once the Strategic Business Objectives have been specified, they are then linked to, associated with and connected to the other objects. This association enables the expert/practitioner to tie them to the areas where the Strategic Business Objectives have a connection and/or influence. A list of meta objects the Strategic Business Objectives relate to are:
 *Forces & Drivers (external/internal) (S)
 *Vision & Mission (S)
@@ Line 116: / Line 99: @@
 (P) = Primary object/role
 (S) = Secondary object/role
 ==== Stakeholders involved with the Strategy templates and meta objects: ====
@@ Line 128: / Line 109: @@
 (*): Chief Executive Officer, Chief Channel Officer, Chief Financial Officer, Chief Information Officer, Chief Risk & Security Officer, Chief HR Office, Chief Marketing & Sales Officer, Chief R&D Officer, Chief Procurement Officer, Chief Strategy Officer, Chief Buss. Dev. Officer, Chief Technology Officer, Chief Environment & Health Officer.
 === The Strategy Roadmap ===
 To help moving through the active phases and to partake a step-by-step approach, a Strategy Roadmap is a very powerful tool meant to guide and aid everyone involved to achieve their strategy goals. The Strategy Roadmap is a great tool for creating a corporate strategy, or even just for single business areas and/or units. Once all of the identified, defined and associated object relationships and values have been categorized, they will become an invaluable tool for top management as well as stakeholders and other organizational roles involved to organize and orchestrate the identification, creation and realization of value across both the business, application and technology layers alike.
 As depicted in the attached Strategy Roadmap Model below, an example of a step-by-step approach for creating a strategy can look like this:
 <u> What the company SHOULD do – Strategy Identification </u>
 <br/>

← Older revision		Revision as of 12:41, 2 September 2015
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−	~~[[Category:Enterprise Management Standards]]~~
	{{DISPLAYTITLE:Strategy Management Reference Content}}		{{DISPLAYTITLE:Strategy Management Reference Content}}

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 '''ENTERPRISE ARCHITECTS'''
 |-
-|style="border: none;background-color:#ebecec;color:black;" |
+|style="border: none;background-color:#ebecec;color:black;"|Business Analyst (P)
-Business Analyst (P)
+|style="border: none;background-color:#ebecec;color:black;"|Value Engineer (S)
-|style="border: none;background-color:#ebecec;color:black;" |
+|style="border: none;background-color:#ebecec;color:black;"|Business Architect (P)
 Value Engineer (S)
 |style="border: none;background-color:#ebecec;color:black;" |
 Business Architect (P)
 |-
-|style="border: none;background-color:#ebecec;color:black;" |
+|style="border: none;background-color:#ebecec;color:black;"|Value eXpert (P)
-Value eXpert (P)
+|style="border: none;background-color:#ebecec;color:black;"|Change Engineer (S)
-|style="border: none;background-color:#ebecec;color:black;" |
+|style="border: none;background-color:#ebecec;color:black;"|Value Architect (P)
 Change Engineer (S)
 |style="border: none;background-color:#ebecec;color:black;" |
 Value Architect (P)
 |-
-|style="border: none;background-color:#ebecec;color:black;" |
+|style="border: none;background-color:#ebecec;color:black;"|Transformation eXpert (S)
-Transformation eXpert (S)
+|style="border: none;background-color:#ebecec;color:black;"|
-|style="border: none;background-color:#ebecec;color:black;" |
+|style="border: none;background-color:#ebecec;color:black;"|Enterprise Architect (S)
-−
 |style="border: none;background-color:#ebecec;color:black;" |
 Enterprise Architect (S)
 |-
 |}

← Older revision		Revision as of 11:04, 2 September 2015
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−	[[Category:Enterprise Management ~~Standarts~~]]	+	[[Category:Enterprise Management Standards]]
	{{DISPLAYTITLE:Strategy Management Reference Content}}		{{DISPLAYTITLE:Strategy Management Reference Content}}