I have an idea: when I am working on domain decomposition for solutions today, I want to start from the perspective of enterprise operations, can you propose an enterprise operation map (EOM. EOM is a business process model or framework that provides enterprises with the required enterprise processes. It describes the requirements from the business view of the enterprise and analyzes and designs the business processes; after system analysis and design, the solution analysis and design are formed, and the system is finally built and put into use. The focus of EOM is to classify the process units and business activities involved in the enterprise's business, and establish the relationship between these units in multiple ways. enterprises can, as needed, combine different processes to define their own business processes to achieve end-to-end business processing, so as to provide services to customers and bring benefits to enterprises. This basically uses the CBM idea.
If the concept of EOM can be proposed and the EOM guides enterprises to automate business processes, it also makes our solution (integration of CRM and ERP) it is an example of practical use of EOM and proves that EOM is feasible. In my opinion, this is a great innovation and ambition. Because if an enterprise wants to integrate other systems or build its own processes, the EOM can be useful. Thanks to the Blackstone SOA group team: another tool for integrating CBM--IT with business
1. CBM
IntroductionTraditionally, there are two ways to look at business processes: 1) from the perspective of organizational structure, enterprises are divided into independent functional departments, and cross-department collaboration cannot be seen to provide customer value. 2) the value chain-based business model provides the value chain operation model, but does not have the key capabilities. For some major businesses, the process will become very complicated. CBM provides a simpler and more comprehensive solution to this problem. In the past thirty to forty years, the company's business model design has passed three successive internal specializations: Initially, the company only focused on business unit-level optimization. Later, with the emergence of PCs and the Internet, enterprises began to realize the necessity of process optimization. Now, with the maturity of global business platforms, the company's management has begun to focus on how to optimize the entire enterprise level. As internal specializations become increasingly mature, the integration of business activities turns the company into a network composed of different business modules. Each module contains a series of associated activities. These modules can play a unique role for the Organization and run as individual entities. IBM calls these modules "business components", which are the basic building units of the company and are loosely connected to each other. Business components allow enterprises to expand or develop without increasing the complexity of the Organization as the traditional "Hard connection" business model does. Although business components require flexibility, adopting this modular structure does not mean giving up centralized management, because each module must be consistent with the company's architecture and strategy. To help customers improve their business model design and achieve enterprise-level optimization, IBM has developed a brand new business model-"component business model (CBM )". The componentized business model usually provides a "future-oriented" Business Framework for customers, prompting enterprises to develop towards a fully mature internal professional organization. CBM can be used as a diagnostic tool, it helps companies that adopt complex business models to identify and isolate problems and achieve internal specialization without increasing organizational complexity without making customers feel the changes in the enterprise. The CBM tool is outstanding in bridging the gap between business and technology. It provides the main content-Business Component ing-is the one-page snapshot of the enterprise situation, allowing managers to determine the decision-making framework from the same angle. A single-page snapshot can present an enterprise on a piece of paper.
2. CBM
Application-Business Component ing
Business Component ingIt is used to organize business components in the list view. It is a table with three rows and n columns. The three rule columns in the table indicate the responsibility level system, which is the scope and intent of enterprise decision-making and business activities. The column columns in the table indicate the business capabilities of the enterprise; the cells in the table represent independent business components. Business components are basic, unique, and non-repetitive construction blocks that constitute the business/mission of an enterprise. They can run independently. In extreme cases, they can be independent units, shared services, components managed by contractors, or outsourced. • The scope is non-continuous, and the business services it provides and the business services it uses are defined • including the resources and personnel necessary to provide value, technical and specialized skills • It is a black box, and its service users do not need to know how it is implemented. The level of responsibility system divides activities and the scope and purpose of decision-making into three levels: • Direct is about strategy, overall direction, and Policy • control is about monitoring, managing exceptions and tactical decisions • Execute) level refers to the specific work business capabilities. It is defined as a large-scale business field with special skills and functions (such as product development and supply chain.
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How to find a hotspot component (Hot Spot
)?By performing Performance Analysis on each component and calculating the gap with competitors, enterprises can be diagnosed. During the analysis, you can locate the hot components by affecting the income and cost of each business component and comparing the business capability with your peers, determine the priority of each component for improvement. N
How to build an EnterpriseCBM
?1) establish the overall architecture of the enterprise. 2) Abstract The business capabilities of the enterprise and divide the business capabilities into three layers: Plan, control, and execute Based on the responsibility level system. 3) differentiation of business components from the perspective of enterprise strategy compared with competitors, similar to competitors (challengers and followers) 4) identify the business component high capital areahweigh cost areahweigh capital and high cost area5 from the financial cost perspective) to find the hotspot business component and determine the priority
