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Business Ecosystems by Mind Map: Business Ecosystems
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Business Ecosystems

Change management has become a commodity

What's that then for Consultants?

BAs as change agents.We think that BAs will be more involved in change management. At the BBC conference in Ft. Lauderdale last year Kathleen Barret announced a new tag line for IIBA—that business analysis was about changing how organizations change. In other words, BAs will be more involved in change management. Changes might include changes in business processes, job descriptions, reporting structures, software, and more. Here are some of the ways we see this happening: Enterprise analysis. Before projects are initiated, BAs determine the business need across the enterprise and recommend solutions, which need to include the ways in which organizations will need to change when these solutions are implemented. Project work. While the identified at the enterprise level are by necessity high-level, the changes resulting from each project will be specific in nature. We predict that BAs will develop better tools for assessing whether or not the organization is ready for the change. We think that they will act as management consultants once the project has been defined to ease the pain associated with implementing the changes associated as with implementing the solution. Post-project follow-up. We believe that BAs will be called on to monitor the post-implementation changes and continue to consult with the organization on the best way to make the solution work, even when there is some organizational resistance to it.

consultants allow the organization to go one way or the other

The matrix is alive

The Matrix is just the first stage of organizational complexity

today competition can come from nowhere and take over whole market segments. That is a seismic shift. A company’s most important competitors may not even be in the same industry. Who would have imagined that telecom companies would be competing with banks and credit card issuers for consumer payment streams?

Business ecosystem is an “extended system of mutually supportive organizations; communities of customers, suppliers, lead producers, and other stakeholders, financing, trade associations, standard bodies, labor unions, governmental and quasigovernmental institutions, and other interested parties. These communities come together in a partially intentional, highly self-organizing, and even somewhat accidental manner.” (Moore 1998, 168)

People are not resistant to change

Don't change the people - change the system!

It's just an excuse for bad leadership

it takes a long time to change our muscle memory - mind is ready to change

The management of knowledge workers should be based on the assumption that the corporation needs them more than they need the corporation. They know they can leave. They have both mobility and self-confidence. This means they have to be treated and managed as volunteers. (Peter Drucker)

Virtual is the norm

What's an organization?

Brand?

New ways of working

Distance is the norm

Headquarters?

Real-Time Collaboration In the future of work, distance is dead and only the agile and smart who know how to collaborate will be the winners. Rich, interactive, multi-sensory Net worlds that help workers collaborate 24/7 is next.

Work relationships change. Trust need to be built much quicker, and virtual

people have better technology at home than at the working place

energy prices and carbon emission regulations will result in more travel restrictions

Physical encounter in business relations is the exception,

blended time and blended life

Access is more important than ownership

Knowlege is the most inefficiently managed resource in organizations

Constant cycles of creation, re-creation and break-down of businesses

transparency and trust are the new currencies of organizations

Constant and quick innovation

Difficult for consultants

Access to assets will be replacing ownership of assets. When times are uncertain, the last thing you want to do is make fixed-amount commitments to specific assets and capabilities. Moreover, often we don’t really need to own an asset to meet our needs. For example, most of us need a chainsaw very infrequently (let’s hope!). So why buy one, if you can borrow it just for one project? From the car-rental service Zipcar to couch-sharing sites like airbnb and the cloud services available from Amazon, we can have just-in-time access to the outputs that goods and services provide, rather than actually owning them. The same applies to people. More and more real work is being done by people on a freelance or part-time basis. The fundamental driver is that in uncertain times you preserve your flexibility by not owning a lot of assets.

diminishing returns from ownership

Access to: HR, information&knowledge, machinery, IT infrastructure, R&D etc.

Challenges

War for Talents

Profitability

Very fast changes to ecosystem

Complexity of relationships in organization model

Knowledge sharing

Innovation

Stakeholder pressure

videos

CAS / nature

Brazil

The Matrix

So you want to be a consultant

Hanoi

self-organization

modern times