ALIGNED MANAGEMENT’s unique value proposition is based upon the so called “Business Transformation Model” (BTM). The model’s holistic and dynamic approach demonstrates to the enterprise that business transformation can be both predictive and proactive. The model can be used regardless of the size of the enterprise.

The model is independent of any particular technology or technological changes over time. Likewise, it is applicable across industries, geographies, and regulatory and legal systems.

As illustrated in the figure, the model is best viewed as a flexible, three-dimensional, pyramid-shaped structure made up of four elements linked together by six dynamic interconnections. All aspects of the model interact with each other. If any one part of the model is changed, not addressed or managed inappropriately, the equilibrium of the model is potentially at risk. The dynamic interconnections act as tensions, exerting a push/pull force in reaction to changes in the enterprise, allowing the model to adapt as needed.

Organization Design and Strategy

An organization is a network of people, assets and processes interacting with each other in defined roles and working toward a common goal. An enterprise’s strategy specifies its business goals and the objectives to be achieved as well as the values and missions to be pursued. It is the enterprise’s formula for success and sets its basic direction. The strategy should adapt to external and internal factors. Resources are the primary material to design the strategy and can be of different types (people, equipment, know-how). Design defines how the organization implements its strategy. Processes, culture and architecture are important to determining the design.

People

The people element represents the human resources. It defines who implements (through design) each part of the strategy. It represents a human collective and must take into account values, behaviors and biases.

Internally, it is critical to address issues such as:

• Recruitment strategies (access, background checks, interviews, roles and responsibilities)
• Employment issues (location of office, access to tools and data, training and awareness, movement within the enterprise)
• Termination (reasons for leaving, timing of exit, roles and responsibilities, access to systems, access to other employees)

 
 Externally, customers, suppliers, media, stakeholders and others can have a strong influence on the enterprise and need to be considered within the enterprise posture.

Process

Process includes formal and informal mechanisms (large and small, simple and complex) to get things done and provides a vital link to all of the dynamic interconnections. Processes identify, measure, manage and control risk, availability, integrity and confidentiality, and they also ensure accountability. They derive from the strategy and implement the operational part of the organization element. To be advantageous to the enterprise, processes must:

• Meet business requirements and align with policy.
• Consider emergence and be adaptable to changing requirements.
• Be well documented and communicated to appropriate human resources.
• Be reviewed periodically, once they are in place, to ensure efficiency and effectiveness.

Technology

The technology element is composed of all of the tools, applications and infrastructure that make processes more efficient. As an evolving element that experiences frequent changes, it has its own dynamic risks. Given the typical enterprise’s dependence on technology, technology constitutes a core part of the enterprise’s infrastructure and a critical component in accomplishing its mission.

Technology is greatly impacted by users and by organizational culture. Some individuals still mistrust technology, some have not learned to use it and others feel it slows them down.