This material will set the stage for the basics in a manner that your executive and Board of Directors can understand.  The series will be framed to take a (5) capability model from Level 2-5 in a manner for Enterprise and Business Architects.  A guide that can make you an enabler of the strategy regardless of the flavor.  The strategy in this analogy represents the cars make and model.  Your suppliers travel south with you as you build your offers and your customers help you to earn revenue going North.

• Part I-the Analogy
  • A wicked problem
  • TQM Design
• Part II-(5) Capability Model for the Real World
  • Party Management Sub-System
    • Vertical Industry Sub-System
  • Offer Management Sub-System
    • The items in a component by revenue model
    • Classification system for user relevance
  • Financial Management Sub-System
    • Financial Account Segments
• Part III Operational Reference Architecture Framework a Sub-System
  • Business ProcessSub-system
    • Transaction sub-system
    • Revenue Transaction Capability
    • Expense Transaction Capability
• Part III-Alignment of Critical Technology – Recovery, Security, Risk Prevention, Governance by Design and Records Management
• Part IV-Sub-Process Level 1-5 layers Value Streams and Terminology Tacit to Explicit Knowledge Truth Statements
• Part V-Business and Quality Management System-Real World Outside In
• Part VI-The Fit for Purpose mapping to the Real World

A risk model for financial and international standards:

The capabilities apply and have been the crux of general accounting principles for 3o years; before technology was introduced.

The same operational business process dependencies have been the source of the Standards in ISO.

Strategy translates into Design Thinking for Transformation

A) Getting from Quantifiable measurements to those to meet Quality standards

Maturity in this model isn’t quantified; it’s simply 3 lanes on a highway

• High-Complexity and Touches with ranking of the type having external threats
  • Fewer with higher value above the 50k threshold corporate 300 customers
• Medium-Becoming mature yet higher skills and more advanced external customer segments
  • Mid-Market more but higher complexity-hosted model
• Low-Your mainstream supported by your channels
  • Many your quantified needs are within this model.

Slow Lane exiting and re-entering “often”  with the Middle lane starting to increase velocity

Your risk need to be carved out and contained; they are your competitive advantage and models that require your most senior resources.

• Missing a quality indicator can become a legal liability.

The only lane your going to expect quantified measurements will be in your proven offers that rarely change and have sold above the 1 billion threshold in the market.

Fast Lane

Most channels are skilled enough to access the fast lane; its fast and furious.

Related articles

• Recovery Time Objectives (enterprisebusinessdata.wordpress.com)
• Use Case Scenario for EA and BA – Value in a (5) capability modeled for the real world (enterprisebusinessdata.wordpress.com)
• Governance (enterprisebusinessdata.wordpress.com)
• Business Process Level 2 (enterprisebusinessdata.wordpress.com)
• Quality Reference Architure (enterprisebusinessdata.wordpress.com)
• Offer Management in Transactions of both Expense and Revenue for the Real World (enterprisebusinessdata.wordpress.com)
• A highway analogy for generic thinking skills (enterprisebusinessdata.wordpress.com)
• A column in a table and the number of rows that must be the people inputs (lisammar10.wordpress.com)
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