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Three Eras

The Cognitive Computing Era will change what it means to be a business as much or more than the introduction of modern Management by Taylor, Sloan and Drucker in the early 20th century.

End-to-End

At some point, the company realized that there are two views on the process. From the vendor’s perspective, the process ends when all the contractual obligations are met. However, from the customer’s perspective it looks slightly different. The desired result is not the equipment properly mounted, assembled and tuned – it’s the equipment actually producing the goods.

End-to-End Processes

I personally like process names like "... to ..." – it’s clear where the process starts and where it ends. (Such names are often used for the processes that make up the value chain.)

SOA on a Rescue Mission

What? SOA? What is this? - Well, we are not sure, but it’s something in IT and it has not a good reputation. How do you know about this? – Some developers said it from their past experience… I recall one consulting engagement where I spent about 80% of my (paid) time on finding the ‘right person’ to ask a question; though even this did not help sometimes.

End-to-End

As every experienced analyst knows, "what the customer asks is not what he wants and what he wants is not what he really needs." Applied to business processes, it means that what a customer calls a “process” is often a process fragment, really. And this is exactly the case.

Where

A wise company devilsguidetoit.com has posted: “The first step in finding better solutions is to start asking better questionsTM”. Indeed, business solutions sound like an outcome of a proboblem solving process in business.

A wise company devilsguidetoit.com has posted: “The first step in finding better solutions is to start asking better questionsTM”. Indeed, business solutions sound like an outcome of a proboblem solving process in business. Who could do this work if not Business Architects (by function, not necesseraly by title)? I would agree with W. Ulrich in that “Business architecture was originally initiated by managers who required greater business transparency to effectively deploy strategic business solutions“ if “originally initiated” is interpreted as initially recognised and explicitly used. In reality, Business Architecture exists from the moment of creation of a business organisation’s system, do the managers want this or not. In spite of popular believe that managers decide on business solutions while “Business Architects” may only advise them (and then the advises may be simply ignored), even the aforementioned quote articulates that the managers are after a deployment of strategic business solutions, not after making these solutions. Otherwise, managers would know what ‘they meant’ without “originally initiated” Business Architecture.

So, the “better” question is: where the strategic business solutions come from? Who makes them, when and how?

Obviously, in order to make strategic business solutions one needs to have certain strategic business tasks. These tasks cannot come out of the blue, i.e. there have to be problems chosen to solve via setting particular tasks. I believe that business problems (to solve) appear because of the gaps between the position of an organisation and the business changes in the same market.

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