Business Modelling: - tud.ttu.ee

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Process view and Business Model are not the same, butare complementary and are needed in any engagementMatching the Business Model and the processes gives the company:• The much needed "link" to Strategy in the processes and thereby the applications• Identification and mapping of Core Competitive Competencies (CCC's) – either Core Competitive or CoreDifferentiated• Identification and mapping of Non-Core Competitive Competencies (NCC's)• Identification and mapping of Value and Performance Drivers• Competencies by(re-) grouping activities• Activities have input /output -> consolidationinto Competenciesdefines competencyinterfaces• Organization = A set ofCompetenciesnetworking togetherBusiness process descriptions are alreadyavailable in many client organizations• Business Model as a new dimension to alignbusiness processes and process architecture• Through Business Model and processlinkage, identification of business issues,pain points and weakness clusters•"Activities" as linking part between BusinessModel and process view• Complementary views, e.g. prioritize "hot"Core Critical Competencies (CCCs) withBusiness Model transformation andinnovation potential© SAP 2011 / Page 42
Business Model to Process Model:Process Level 1Process Level 1Main (management or support)processes with focus on wholecompanyMain Groups of Processes• Identify main process• Document main process flow• Document main process relations• Document main process input and output(match to KPIs)© SAP 2011 / Page 43
Page 1 and 2: Business Modelling:SAP’ Business
Page 3 and 4: Sascha Kuhlmann• Director Enterpr
Page 7 and 8: The difficult task of combining:Str
Page 9 and 10: Business Model Research 2010:• Sc
Page 11 and 12: Business Model Research 2010:Overal
Page 13 and 14: Business Model Research 2010:Findin
Page 15 and 16: Timing of Leading Business Model In
Page 17 and 18: Business Model Research 2010 Findin
Page 19 and 20: Business Model:What can, what shoul
Page 21 and 22: Business Modelling:Business Model L
Page 23 and 24: Example of Business Model Level 1 :
Page 25 and 26: Business Modelling:Example Defense
Page 27 and 28: Business Model Level 3:Defense - Ar
Page 29 and 30: Business Model Level 3:Defense - Na
Page 31 and 32: Business Model Level 3:Oil & Gas Up
Page 33 and 34: Benchmark HeatMapThe need of identi
Page 39 and 40: Example of CIO Performance & Value
Page 41: How a Business Model can be integra
Page 45 and 46: Process Level 1: Defense example©
Page 47 and 48: Business Model to Process Model:Pro
Page 49 and 50: Process Example Sales & Service:Und
Page 51 and 52: Process Level 3: Defense exampleCon
Page 57 and 58: SAP's Modelling Principals’Busine
Page 59 and 60: Order dataSales Order ConfirmationR
Page 61 and 62: Business Model is a part of SAPs Bu
Page 63 and 64: Proposed Next Steps:SAP Business Mo

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