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Enterprise Value Map: Navigating Your Business's True Worth
Are you ready to unlock the hidden potential within your organization? Understanding your enterprise's true value is crucial for strategic decision-making, attracting investors, and driving sustainable growth. This comprehensive guide dives deep into the concept of an enterprise value map, providing a practical framework for assessing, visualizing, and maximizing your business's worth. We’ll explore its key components, benefits, and how to effectively build one for your organization. Forget vague estimations; this post empowers you to understand your enterprise's value with clarity and precision.
What is an Enterprise Value Map?
An enterprise value map is a visual representation of all the factors contributing to your company's overall value. It goes beyond simple financial metrics, incorporating intangible assets, strategic advantages, and future potential. Think of it as a holistic snapshot of your business, revealing its strengths, weaknesses, and opportunities for growth. Unlike traditional valuation methods that focus solely on financial statements, an enterprise value map offers a broader, more nuanced perspective. This multi-faceted approach allows for a more accurate and comprehensive understanding of your company's true worth.
Key Components of an Effective Enterprise Value Map
Building a robust enterprise value map requires a systematic approach. Here are the core components you need to consider:
1. Financial Performance: The Foundation
While an enterprise value map extends beyond financials, strong financial performance forms the bedrock of any successful business. Key metrics include revenue, profitability (margins, ROI), cash flow, and debt levels. Analyze historical trends and project future performance to establish a solid baseline.
2. Intangible Assets: The Hidden Gems
Intangible assets often represent a significant portion of a company's overall value, yet they're frequently overlooked. These include:
Brand equity: The reputation and recognition your company enjoys.
Intellectual property: Patents, trademarks, copyrights, and trade secrets.
Customer relationships: The loyalty and retention of your customer base.
Employee expertise: The skills and experience of your workforce.
Technology and innovation: Proprietary technology and innovative processes.
Quantifying these assets can be challenging but is vital for a complete picture.
3. Strategic Advantages: Competitive Differentiation
What sets your company apart from the competition? This is where you identify your competitive advantages, including:
Market position: Your share of the market and your competitive landscape.
Unique selling proposition (USP): What makes your offering distinct and desirable.
Operational efficiency: Streamlined processes and cost-effective operations.
Strategic partnerships: Collaborations that enhance your business's reach and capabilities.
4. Future Potential: Growth Projections
Looking ahead is crucial. Incorporate realistic projections for future growth, considering market trends, technological advancements, and planned strategic initiatives. This forward-looking perspective adds a crucial dimension to your enterprise value map.
5. Risk Assessment: Identifying Potential Threats
No business is without risk. A comprehensive enterprise value map should include a thorough assessment of potential threats, including:
Market risks: Changes in consumer demand or competitive pressures.
Financial risks: Debt levels, interest rate fluctuations, and economic downturns.
Operational risks: Supply chain disruptions, technological failures, or cybersecurity threats.
Regulatory risks: Changes in government regulations or industry standards.
Building Your Enterprise Value Map: A Step-by-Step Guide
1. Gather Data: Collect comprehensive data from all relevant sources, including financial statements, market research reports, customer surveys, and internal assessments.
2. Identify Key Value Drivers: Determine the factors that most significantly contribute to your company's value.
3. Quantify Value Drivers: Assign monetary values to each key value driver, using appropriate valuation methods.
4. Visualize Your Map: Create a clear and concise visual representation of your enterprise's value, highlighting the interrelationships between different components. Consider using charts, graphs, or a combination of visual elements.
5. Regularly Review and Update: Your enterprise value map is not a static document; it should be regularly reviewed and updated to reflect changes in your business and market conditions.
Conclusion
An enterprise value map is a powerful tool for understanding and maximizing the worth of your organization. By taking a holistic approach that incorporates financial and intangible assets, strategic advantages, and future potential, you gain a comprehensive view of your business's true value. This understanding empowers informed decision-making, enhances investor relations, and ultimately drives sustainable growth.
FAQs
1. How often should I update my enterprise value map? Ideally, you should update your map annually or even semi-annually, especially if your business undergoes significant changes.
2. Can I create an enterprise value map myself, or do I need professional help? While you can certainly create a basic map yourself, professional valuation experts can provide a more rigorous and comprehensive analysis.
3. What if I don't have accurate data for all the value drivers? Start with the data you do have and prioritize the most critical drivers. You can progressively improve the accuracy of your map as you gather more information.
4. How can I use the enterprise value map to attract investors? A well-constructed map provides a clear and compelling narrative of your business's value proposition, making it an effective tool for attracting potential investors.
5. Is an enterprise value map only useful for large companies? No, businesses of all sizes can benefit from using an enterprise value map to gain a clearer understanding of their worth and identify opportunities for growth.
| enterprise value map: Value Maps Warren D. Miller, 2010-05-24 Praise for VALUE MAPS Equivocator, Explorer, Experimenter, Exploiter, Extender—Chapter 12 might be well served as mandatory reading for all subject matter experts! SPARC is not a valuation, per se, but rather a separate consulting engagement that might interest a client—especially if that client is preparing for a sale or planning an exit strategy. Miller has taken the good ideas from five disciplines and married them with value enhancement, creating what could become a very good 'add-on' consulting engagement. NACVA recommends, and looks forward to, further dialogue related to this new approach. This book will open your eyes to new opportunities. —Parnell Black, MBA, CPA, CVA, Chief Executive Officer, National Association of Certified Valuation Analysts (NACVA) No one illuminates the murky intersection where business strategy and private company value creation meet better than Warren Miller. Now he's focused his extensive professional training and real-world experience to produce this intellectually rich, yet down-to-earth and fun-to-read road map we can all use. Business owners and leaders, financial analysts, management consultants, wealth managers, CPAs, business brokers, private equity investors, business appraisers—no one should plan to increase the value of an enterprise without Value Maps in their passenger seat. —David Foster, CEO, Business Valuation Resources Private-equity analysts do not often come across scholarly and technical professional reading laced with laugh-out-loud moments! Yet this is exactly what one finds in Value Maps. Warren Miller's advice stems from his career as a finance executive, a CPA, a valuation analyst, and a 'recovering academic.' With pitch-perfect balance, Warren has created both a must-have professional reference guide and a best-practices road map designed to enhance the profitability of your client's business and your own—all in a very readable style with just a 'spoon-full of sugar.' Enjoy the read! —Gary M. Karlitz, ASA, CPA, Partner-in-Charge, Valuation Services, Forensic Services, and Forensic Accounting, Citrin Cooperman & Company, LLP Extremely readable, with numerous real-world examples—valuation specialists who don't read this book will soon be looking for a new profession. Miller takes the term 'valuation' to new levels, suggesting that appraisers can indeed add real value to their clients' businesses. Clients should demand that a valuation professional read this book before he or she will be hired. —Alfred M. King, Vice Chairman, Marshall & Stevens, Inc. |
| enterprise value map: Driving Growth and Shareholder Value E. Neil Gholson, Mark T. Schloegel, 2006 |
| enterprise value map: Lean Enterprise Value E. Murman, T. Allen, K. Bozdogan, J. Cutcher-Gershenfeld, H. McManus, D. Nightingale, E. Rebentisch, Tom Shields, Fred Stahl, Myles Walton, Joyce Warmkessel, Stanley Weiss, Sheila Widnall, 2016-01-06 Lean Production transformed the way that companies think about production and manufacturing. This book provides a new challenge. It arises from the work of the Lean Aerospace Initiative at MIT and provides a new agenda and bold vision for the aerospace industry to take it out of crisis. It also redefines and develops the concept of Lean as a framework for enterprise transformation and this will be relevant and critical for all industries and enterprises. |
| enterprise value map: The Complete Lean Enterprise Beau Keyte, Drew A. Locher, 2004-07-30 Winner of the 2005 Shingo Prize for Excellence in Manufacturing Research Most lean initiatives conducted by manufacturers are focused mostly on shop-floor activities — mapping the value stream of raw material to the shop-floor customer. Much of the untapped potential for productivity improvements lies, however, in non-production areas — where the value stream is administrative (i.e., order to cash). These office value streams directly support the daily production needs of an enterprise. Beau Keyte and Drew Locher's new book, The Complete Lean Enterprise: Value Stream Mapping for Administrative and Office Processes, offers a step-by-step approach to applying lean initiatives to the administrative and office environment. It's a must read for leaders looking to improve their production support activities within their order-to-cash value stream. The Complete Lean Enterprise is a valuable tool in applying value stream mapping (VSM) to non-production areas, identifying office wastes, establishing performance metrics, speeding up administrative workflow, and improving office efficiency. |
| enterprise value map: Enterprise Value IT Governance Institute, 2008 |
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| enterprise value map: Strategy Maps Robert S. Kaplan, David P. Norton, 2004 The authors of The Balanced Scorecard and The Strategy-Focused Organization present a blueprint any organization can follow to align processes, people, and information technology for superior performance. |
| enterprise value map: The Complete Lean Enterprise Beau Keyte, Drew A. Locher, 2004-07-30 Winner of the 2005 Shingo Prize for Excellence in Manufacturing Research Most lean initiatives conducted by manufacturers are focused mostly on shop-floor activities — mapping the value stream of raw material to the shop-floor customer. Much of the untapped potential for productivity improvements lies, however, in non- |
| enterprise value map: Mapping a Winning Strategy Marc Baaij, 2018-09-10 Mapping a Winning Strategy introduces a new mapping method for creating and executing an effective business strategy. By mapping out the most effective strategy, organizations can make winning operational choices in today's VUCA (volatile, uncertain, complex and ambiguous) business environment. |
| enterprise value map: M&A Information Technology Best Practices Janice M. Roehl-Anderson, 2013-09-23 Add value to your organization via the mergers & acquisitions IT function As part of Deloitte Consulting, one of the largest mergers and acquisitions (M&A) consulting practice in the world, author Janice Roehl-Anderson reveals in M&A Information Technology Best Practices how companies can effectively and efficiently address the IT aspects of mergers, acquisitions, and divestitures. Filled with best practices for implementing and maintaining systems, this book helps financial and technology executives in every field to add value to their mergers, acquisitions, and/or divestitures via the IT function. Features a companion website containing checklists and templates Includes chapters written by Deloitte Consulting senior personnel Outlines best practices with pragmatic insights and proactive strategies Many M&As fail to meet their expectations. Be prepared to succeed with the thorough and proven guidance found in M&A Information Technology Best Practices. This one-stop resource allows participants in these deals to better understand the implications of what they need to do and how |
| enterprise value map: White Space Revisited Geary A. Rummler, Alan J. Ramias, Richard A. Rummler, 2009-12-14 When Improving Performance: Managing the White Space on the Organization Chart was published in 1990, it was lauded as the book that launched the Process Improvement revolution. This was the book that first detailed an approach that bridged the gaps between organization strategy, work processes and individual performance. Two decades later, White Space Revisited goes beyond a mere revision of that groundbreaking book and refocuses on the ultimate purpose of organizations, which is to create and sustain value.This book picks up where Improving Performance left off and shares what we have learned about process in the past 15 years since it was published and how the reader (primarily practitioners) can capitalize on these notions in their own pursuit of process excellence. White Space Revisited is a comprehensive resource that offers process and performance professionals a conceptual foundation, a thorough and proven methodology, a set of remarkable working tools for doing process work in a more significant way, and a series of candid observations about the practice of Business Process Management (BPM). The book’s time-tested methods, models, tools, and guidelines serve to align people, process, and technology White Space Revisited includes information on a wealth of vital topics and Describes the difference in impact of focusing on single processes vs. large scale improvements Provides an integrated step-by-step blueprint for designing, implementing, and sustaining process management Offers a detailed methodology for strategic and tactical process definition and improvement Spells out how to leverage the power of IT to optimize organizational performance Shows how to integrate the energy and value of Six Sigma, Process Improvement and Process Management into an effective Process Excellence Group |
| enterprise value map: The TOGAF® Standard, 10th Edition - Business Architecture The Open Group, 2022-04-26 This document is a compilation of TOGAF Series Guides addressing Business Architecture. It has been developed and approved by The Open Group and is part of the TOGAF Standard, 10th Edition. It consists of the following documents: TOGAF® Series Guide: Business Models This document provides a basis for Enterprise Architects to understand and utilize business models, which describe the rationale of how an organization creates, delivers, and captures value. It covers the concept and purpose of business models and highlights the Business Model CanvasTM technique. TOGAF® Series Guide: Business Capabilities, Version 2 This document answers key questions about what a business capability is, and how it is used to enhance business analysis and planning. It addresses how to provide the architect with a means to create a capability map and align it with other Business Architecture viewpoints in support of business planning processes. TOGAF® Series Guide: Value Streams Value streams are one of the core elements of a Business Architecture. This document provides an architected approach to developing a business value model. It addresses how to identify, define, model, and map a value stream to other key components of an enterprise’s Business Architecture. TOGAF® Series Guide: Information Mapping This document describes how to develop an Information Map that articulates, characterizes, and visually represents information that is critical to the business. It provides architects with a framework to help understand what information matters most to a business before developing or proposing solutions. TOGAF® Series Guide: Organization Mapping This document shows how organization mapping provides the organizational context to an Enterprise Architecture. While capability mapping exposes what a business does and value stream mapping exposes how it delivers value to specific stakeholders, the organization map identifies the business units or third parties that possess or use those capabilities, and which participate in the value streams. TOGAF® Series Guide: Business Scenarios This document describes the Business Scenarios technique, which provides a mechanism to fully understand the requirements of information technology and align it with business needs. It shows how Business Scenarios can be used to develop resonating business requirements and how they support and enable the enterprise to achieve its business objectives. |
| enterprise value map: Run Grow Transform Steven Bell, 2017-07-27 Shingo Prize-winning author Steve Bell and other thought leaders show you how guiding you to more effectively align people and purpose, promote enterprise agility, and leverage transformative IT capabilities to create market-differentiating value for your customers. Combining research and insight with practical examples and in-depth case studies that can be put to immediate use, Run Grow Transform: Integrating Business and Lean IT is a must read for leaders and senior managers from all disciplines. |
| enterprise value map: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation Karen Martin, Mike Osterling, 2013-10-25 The first of its kind—a Value Stream Mapping book written for those in service and office environments who need to streamline operations Value Stream Mapping is a practical, how-to guide that helps decision-makers improve value stream efficiency in virtually any setting, including construction, energy, financial service, government, healthcare, R&D, retail, and technology. It gives you the tools to address a wider range of important VSM issues than any other such book, including the psychology of change, leadership, creating teams, building consensus, and charter development. Karen Martin is principal consultant for Karen Martin & Associates, LLC, instructor for the University of California, San Diego's Lean Enterprise program, and industry advisor to the University of San Diego's Industrial and Systems Engineering program. Mike Osterling provides support and leadership to manufacturing and non-manufacturing organizations on their Lean Transformation Journey. In a continuous improvement leadership role for six years, Mike played a key role in Square D Company's lean transformation in the 1990s. |
| enterprise value map: Project Management Best Practices: Achieving Global Excellence Harold Kerzner, 2018-02-07 The comprehensive guide to project management implementation, updated with the latest in the field Project management has spread beyond the IT world to become a critical part of business in every sphere; built on efficiency, analysis, and codified practice, professional project management leads to the sort of reproducible results and reliable processes that make a business successful. Project Management Best Practices provides implementation guidance for every phase of a project, based on the real-world methodologies from leading companies around the globe. Updated to align with the industry’s latest best practices, this new Fourth Edition includes new discussion on Agile and Scrum, tradeoffs and constraints, Portfolio PMO tools, and much more. Get up-to-date information on the latest best practices that add value at every level of an organization Gain insight from more than 50 project managers at world-class organizations including Airbus, Heineken, RTA, IBM, Hewlett-Packard, Sony, Cisco, Nokia, and more Delve deeper into implementation guidance for Agile, Scrum, and Six Sigma Explore more efficient methodologies, training, measurement, and metrics that boost organization-wide performance Adopt new approaches to culture and behavioral excellence, including conflict resolution, situational leadership, proactive management, staffing, and more Ideal for both college and corporate training, this book is accompanied by an Instructor’s Manual and PowerPoint lecture slides that bring project management concepts right into the classroom. As the field continues to grow and evolve, it becomes increasingly important to stay current with new and established practices; this book provides comprehensive guidance on every aspect of project management, with invaluable real-world insight from leaders in the field. |
| enterprise value map: TOGAF® 9 Foundation Study Guide - 4th Edition Andrew Josey, Rachel Harrison, 2018-04-26 This document is a Study Guide for the TOGAF® 9 Foundation qualification. This fourth edition is based on Version 3 of The Open Group Certification for People: Conformance Requirements (Multi-Level), and is aligned with the TOGAF Standard, Version 9.2. It gives an overview of every learning objective for the TOGAF 9 Foundation Syllabus and in-depth coverage on preparing and taking the TOGAF 9 Part 1 Examination. It is specifically designed to help individuals prepare for certification. The audience for this Study Guide is: • Individuals who require a basic understanding of the TOGAF 9 framework • Professionals who are working in roles associated with an architecture project such as those responsible for planning, execution, development, delivery, and operation • Architects who are looking for a first introduction to the TOGAF 9 framework • Architects who want to achieve Level 2 certification in a stepwise manner A prior knowledge of Enterprise Architecture is advantageous but not required. While reading this Study Guide, the reader should also refer to the TOGAF Standard, Version 9.2. This document contains a set of test yourself questions, and two 40-question Practice Tests for the TOGAF 9 Part 1 Examination. |
| enterprise value map: Controller as Business Manager James T. Lindell, 2016-11-14 This publication will help finance and accounting managers understand and apply a critical set of financial and business management skill sets in order to become more integral contributors to the higher level business activities within their organization. With insight and examples the author will lead you through the strategies and thought processes that address key areas such as risk, communications, planning and profitability. The content emphasizes the additional roles that controllers and accounting managers are now playing within their organizations. It will show you a roadmap that can expand your role from a simple internal process / transaction orientation to an external orientation focused on understanding business, industry and macro trends. This book will address: Controllers and accounting managers who are being increasingly called on to assume an enterprise-wide management role in their organizations. Tools and techniques that can have immediate impact. Sufficient business theory to inform, but deliver enough strong practical content to lead to actionable strategies. |
| enterprise value map: The Routledge Companion to Corporate Social Responsibility Thomas Maak, Nicola Pless, Marc Orlitzky, Sukhbir Sandhu, 2021-08-25 While the concept and domain of Corporate Social Responsibility (CSR) are not new—its beginnings can be tracked back to the 1960s—its scope, urgency, and relevance have shifted dramatically in recent years. CEO responses show that the majority of business leaders understand that they operate in an environment of contested values and that stakeholders expect companies to do better and more. However, many corporate incentive systems are not in sync with societal norms and expectations. Moreover, grand challenges such as climate change and global pandemics and growing interconnectedness shed light on the fault lines of value creation through complex supply chain systems, exposing unacceptable working conditions, modern slavery, and the environmental consequences of highly distributed production at any cost. As a consequence, corporate social responsibility has become a widely accepted common denominator of the role and responsibilities of business in society, ranging from core functions such as health, safety, and environment standards, to governance and recognition of stakeholders, supply chain design, and corporations’ stand on climate change and its responsibility to future generations. This volume assembles state-of-the-art scholarship from leading scholars in the field and enables a full range view of CSR, from its roots, normative foundations, and institutional perspectives to matters of stakeholding, the global value chain, social innovation, and future directions. The Routledge Companion to Corporate Social Responsibility represents a prestige reference work providing an overview of the subject area of CSR for academics, researchers, postgraduate students, as well as reflective practitioners. |
| enterprise value map: The Art of Business Value Mark Schwartz, 2016-04-07 Do you really understand what business value is? Information technology can and should deliver business value. But the Agile literature has paid scant attention to what business value means—and how to know whether or not you are delivering it. This problem becomes ever more critical as you push value delivery toward autonomous teams and away from requirements “tossed over the wall” by business stakeholders. An empowered team needs to understand its goal! Playful and thought-provoking, The Art of Business Value explores what business value means, why it matters, and how it should affect your software development and delivery practices. More than any other IT delivery approach, DevOps (and Agile thinking in general) makes business value a central concern. This book examines the role of business value in software and makes a compelling case for why a clear understanding of business value will change the way you deliver software. This book will make you think deeply about not only what it means to deliver value but also the relationship of the IT organization to the rest of the enterprise. It will give you the language to discuss value with the business, methods to cut through bureaucracy, and strategies for incorporating Agile teams and culture into the enterprise. Most of all, this book will startle you into new ways of thinking about the cutting-edge of Agile practice and where it may lead. |
| enterprise value map: Project Management Best Practices Harold Kerzner, 2023-10-24 PROJECT MANAGEMENT BEST PRACTICES Best practices from 50+ world-class organizations to improve project management, add business value, and increase benefit realization Featuring senior executives and project managers from more than 50 world-class companies offering their best practices for successful project management implementation, the newly revised Fifth Edition of Project Management Best Practices contains updates throughout to reflect the latest project management best practices that add value and efficiency to every level of an organization. The text offers guidance on a wide range of project management best practices, with new coverage of the impact of COVID-19, the growth of nontraditional projects, cultural and emotional intelligence, and much more. Project Management Best Practices features insights and best practices from world class organizations like Siemens, Deloitte, GEA, Heineken, Sony, Dubai Customs, Philips Medical, IBM, Boeing, Comau, and Hitachi. Case studies from many of these organizations are included in each chapter to practically illustrate various concepts. This Fifth Edition includes updated information from companies covered in the earlier books along with contributions from new companies. Project Management Best Practices includes information on: Project management best practices throughout modern history and how the best of intentions can quickly become migraines Responding to changing customer requirements, what to do when the wrong culture is in place, and handling the internal politics of any project Strategic planning for project management, roadblocks to excellence, and seven fallacies that delay project management maturity Recognizing the need for project management methodology development and where/how artificial intelligence (AI) slots into the project management field Following the same successful format as its predecessor in terms of content, the Fifth Edition of Project Management Best Practices is an essential resource for senior level and middle level corporate managers, project and team managers, engineers, project team members, business consultants, and students in related programs of study. |
| enterprise value map: Enterprise Value: How the Best Owner-Managers Build Their Fortune, Capture Their Company's Gains, and Create Their Legacy Peter Worrell, 2013-10-02 Increase the value of your business, capture the value when you sell--and build a POSITIVE PERSONAL LEGACYIn Enterprise Value, the CEO of Bigelow LLC helps you address the longevity of your enterprise beyond your ownership of it--one of the most important issues for any business owner thinking about management and ownership transition. He offers the wisdom he has gleaned from hundreds of transactions over 30 years, exemplifying the best practices at work in the real world.Peter Worrell is CEO/Managing Director of Bigelow LLC-- |
| enterprise value map: Supplier Evaluation and Performance Excellence Sherry R. Gordon, 2008-04-15 Understanding supplier performance is vital to ensuring a well-functioning supply network. This unique how-to book helps readers develop and implement a supplier evaluation process that can result in reduced costs, lower risk, and improved performance of both the user's company and its suppliers. |
| enterprise value map: Business Modelling in the Dynamic Digital Space Omar A El Sawy, Francis Pereira, 2012-08-14 This Springer Briefs volume guides the reader in a comprehensive form to design new digital business models. The book provides strategic roadmaps for enterprises in the digital world, and a comprehensive framework to assess new business models. It aligns both, research and a practical perspective through real case study examples. Even extreme scenarios are employed to ensure that innovative approaches are being considered adequately. |
| enterprise value map: A Seat at the Table and The Art of Business Value Mark Schwartz, 2017-10-10 A Seat at the Table: Agile, Lean, and DevOps approaches are radical game-changers. They provide a fundamentally different way to think about how IT fits into the enterprise, how IT leaders lead, and how IT can harness technology to accomplish the objectives of the enterprise. But honest and open conversations are not taking place at the interface between management and Agile delivery teams. In A Seat at the Table, CIO Mark Schwartz explores the role of IT leadership as it is now and the role of IT leadership as it should be—an integral part of the value creation engine. Asking two critical questions, how can IT harness Agility to achieve the best value for the enterprise and how can IT redefine its relationship with the enterprise to maximize this value, and in the process, earn that seat at the table, Schwartz shows that the only way to become an Agile IT leader in today’s world is to be courageous—to throw off many of the attitudes and assumptions that have left CIOs struggling to gain a seat at the table, to proceed in bold strokes, and to lead the enterprise in seizing opportunities to create business value through technology. The Art of Business Value: Do you really understand what business value is? Information technology can and should deliver business value. But the Agile literature has paid scant attention to what business value means—and how to know whether or not you are delivering it. This problem becomes ever more critical as you push value delivery toward autonomous teams and away from requirements “tossed over the wall” by business stakeholders. An empowered team needs to understand its goal! Playful and thought-provoking, The Art of Business Value explores what business value means, why it matters, and how it should affect your software development and delivery practices. More than any other IT delivery approach, DevOps (and Agile thinking in general) makes business value a central concern. This book examines the role of business value in software and makes a compelling case for why a clear understanding of business value will change the way you deliver software. This book will make you think deeply about not only what it means to deliver value but also the relationship of the IT organization to the rest of the enterprise. It will give you the language to discuss value with the business, methods to cut through bureaucracy and strategies for incorporating Agile teams and culture into the enterprise. Most of all, this book will startle you into new ways of thinking about the cutting-edge of Agile practice and where it may lead. |
| enterprise value map: Big Data for Big Decisions Krishna Pera, 2022-12-30 Building a data-driven organization (DDO) is an enterprise-wide initiative that may consume and lock up resources for the long term. Understandably, any organization considering such an initiative would insist on a roadmap and business case to be prepared and evaluated prior to approval. This book presents a step-by-step methodology in order to create a roadmap and business case, and provides a narration of the constraints and experiences of managers who have attempted the setting up of DDOs. The emphasis is on the big decisions – the key decisions that influence 90% of business outcomes – starting from decision first and reengineering the data to the decisions process-chain and data governance, so as to ensure the right data are available at the right time, every time. Investing in artificial intelligence and data-driven decision making are now being considered a survival necessity for organizations to stay competitive. While every enterprise aspires to become 100% data-driven and every Chief Information Officer (CIO) has a budget, Gartner estimates over 80% of all analytics projects fail to deliver intended value. Most CIOs think a data-driven organization is a distant dream, especially while they are still struggling to explain the value from analytics. They know a few isolated successes, or a one-time leveraging of big data for decision making does not make an organization data-driven. As of now, there is no precise definition for data-driven organization or what qualifies an organization to call itself data-driven. Given the hype in the market for big data, analytics and AI, every CIO has a budget for analytics, but very little clarity on where to begin or how to choose and prioritize the analytics projects. Most end up investing in a visualization platform like Tableau or QlikView, which in essence is an improved version of their BI dashboard that the organization had invested into not too long ago. The most important stakeholders, the decision-makers, are rarely kept in the loop while choosing analytics projects. This book provides a fail-safe methodology for assured success in deriving intended value from investments into analytics. It is a practitioners’ handbook for creating a step-by-step transformational roadmap prioritizing the big data for the big decisions, the 10% of decisions that influence 90% of business outcomes, and delivering material improvements in the quality of decisions, as well as measurable value from analytics investments. The acid test for a data-driven organization is when all the big decisions, especially top-level strategic decisions, are taken based on data and not on the collective gut feeling of the decision makers in the organization. |
| enterprise value map: Integrated Business Planning Robert Kepczynski, Raghav Jandhyala, Ganesh Sankaran, Alecsandra Dimofte, 2018-05-31 This book presents a comprehensive introduction to Integrated Business Planning (IBP), building on practitioner’s experience and showcasing the value gains when moving from disconnected planning to IBP. It also proposes a road map for the transformation of planning, including technological initiatives, business priorities and organizational processes, and demonstrates how to motivate different IBP stakeholders to work together, when and how to connect strategic (to be understood as long term SC&O), tactical and operational planning and how to leverage functional and data integration features of SAP IBP. Real-world business-process use cases help to show the practical implications of implementing SAP IBP. Furthermore the book explores new capabilities, talent acquisition and retention, career development leadership, IBP Center of Expertise. A discussion of how disruptive technology trends like big data, Internet of Things, machine learning and artificial intelligence can influence IBP now and in the near future rounds out the book. |
| enterprise value map: The TOGAF® Standard, 10th Edition - A Pocket Guide Andrew Josey, Dave Hornford, 2022-04-26 This is the official Pocket Guide for the TOGAF® Standard, 10th Edition from The Open Group. Building on over 25 years of development and constant input from The Open Group Architecture Forum’s global community of Enterprise Architecture thought leaders, the TOGAF Standard, 10th Edition expands the material available to architecture practitioners to make adoption of best practices easier. With greatly expanded guidance and “how-to” material, it enables organizations to operate in an efficient and effective way across a broad range of use-cases, including Agile enterprises and Digital Transformation. The TOGAF Standard is the most prominent and reliable Enterprise Architecture standard, ensuring consistent standards, methods, and communication among Enterprise Architecture professionals. Those professionals who are fluent in the TOGAF approach enjoy greater industry credibility, job effectiveness, and career opportunities. The TOGAF approach helps practitioners avoid being locked into proprietary methods, utilize resources more efficiently and effectively, and realize a greater return on investment. This official Pocket Guide provides an overview of the contents and purpose of the TOGAF Standard in a condensed form. As such it does not cover every aspect of the standard in detail, but provides highlights and key reference information. Topics covered include: A high-level introduction to the TOGAF Standard, introducing the modular TOGAF documentation set, the TOGAF Library, and the TOGAF framework Guidance on how to read the standard An introduction to the general how-to information provided in the TOGAF Standard, including guidance for practitioners, and how to use the standard in the Digital Enterprise An overview of guidance to support the establishment of an Enterprise Architecture team An overview of the guidance provided in the TOGAF Standard for specific topic domains, including Security Architecture, Business Architecture, Data/Information Architecture, Agile Methods, and Reference Models and Methods An introduction to the TOGAF Fundamental Content documents provided in the TOGAF Standard, which describe the concepts considered to be universally applicable to the TOGAF framework, including: Key techniques of the ADM cycle Guidelines for adapting the TOGAF ADM for different usage scenarios The Architecture Content Framework Enterprise Architecture Capability and Guidance The TOGAF Architecture Development Method (ADM), including summary phases for each of the ADM phases An overview of ADM deliverables |
| enterprise value map: Lean Enterprise Jez Humble, Joanne Molesky, Barry O'Reilly, 2020-07-20 How well does your organization respond to changing market conditions, customer needs, and emerging technologies when building software-based products? This practical guide presents Lean and Agile principles and patterns to help you move fast at scaleâ??and demonstrates why and how to apply these paradigms throughout your organization, rather than with just one department or team. Through case studies, youâ??ll learn how successful enterprises have rethought everything from governance and financial management to systems architecture and organizational culture in the pursuit of radically improved performance. Discover how Lean focuses on people and teamwork at every level, in contrast to traditional management practices Approach problem-solving experimentally by exploring solutions, testing assumptions, and getting feedback from real users Lead and manage large-scale programs in a way that empowers employees, increases the speed and quality of delivery, and lowers costs Learn how to implement ideas from the DevOps and Lean Startup movements even in complex, regulated environments |
| enterprise value map: The TOGAF® Business Architecture Foundation Study Guide Andrew Josey, The Open Group, 2023-04-10 The TOGAF® Standard, a standard of The Open Group, is a proven Enterprise Architecture methodology and framework used by the world’s leading organizations to improve business efficiency. The TOGAF Certification Program has enabled more than 100,000 Enterprise Architects and trainers around the globe to demonstrate their proven knowledge of the framework and method. This is the book you need to prepare for the TOGAF Business Architecture Foundation qualification. This edition is aligned to the TOGAF Standard, 10th Edition. It includes an overview of every learning outcome included in the TOGAF Business Architecture Syllabus and in-depth coverage on preparing and taking the TOGAF Business Architecture Foundation examination. It includes Key Learning Points, exercises and challenging Test Yourself questions for each part of the syllabus, together with a Test Yourself examination paper that you can use to test your readiness to take the official TOGAF Business Architecture Foundation examination. The audience for this Study Guide is: Individuals, such as those responsible for business planning, who wish to apply the TOGAF Business Architecture approach in their working environment Individuals needing to gain competencies in TOGAF Business Architecture techniques Individuals who wish to become qualified as part of their own professional development A prior knowledge of Enterprise Architecture is advantageous but not required. Topics covered include: An introduction to TOGAF certification and the TOGAF Business Architecture Foundation qualification, including the TOGAF Business Architecture Foundation examination The concepts of Enterprise Architecture and the TOGAF Standard; this includes the TOGAF Architecture Development Method (ADM), the contents of the TOGAF framework, and the TOGAF Library The key terminology of TOGAF Business Architecture An introduction to the TOGAF ADM, including the objectives of the ADM phases, and how to adapt and scope the ADM for use How business modeling relates to the TOGAF Standard, the impact and benefits of business models, and examples of different representations of business models How to define business capabilities, how they can be modeled, and how to map them to other business perspectives Value streams and value stream mapping; the benefits, the different approaches to value stream analysis, the relationship to other Business Architecture concepts, and how to apply value streams How to apply information mapping when developing a Business Architecture How to apply organization mapping when developing a Business Architecture How to apply the TOGAF Business Scenario method How a Business Architecture is developed with the TOGAF ADM |
| enterprise value map: Business and Dynamic Change Keith D. Swenson, Frank F. Kowalkowski, Michael G. Miller, William Ulrich, Gil Laware, Brian K. Seitz, Martin Klubeck, Dr Michael Poulin, Jude Chagas Pereira, Michael Blaha, J. Bryan Lail, Patrik Maltusch, Darius Silingas, David Rice, Michael S. Connor, 2019-10-23 The chapters in this book are contributed by visionaries who see the need for business leaders to define their organizations to be agile and robust in the face of external changes. The goal is to build something knowing that it will be changed; so that you have no need to go back to the metaphorical drawing board for every market condition change. In his Foreword, Keith Swenson asks you, Consider what it means to say that the business will adapt in the face of external changes. The business architecture is not simply a model that specifies how to run the business for now and the next few years. The people making the architecture cannot know the pressures that will be faced. Instead, it must support leaders and executives within the organization to make consistently good decisions on how to adapt their practices. The architecture is not a plan that anticipates all the decisions; instead it embodies a set of core guiding principles that enable decision-making. Understand that the term “business” used this way is not limited to for-profit enterprises but includes all forms of organizations that have a strategic need to accomplish goals. Pragmatically speaking, business architecture is the conceptual understanding that people have on why particular choices were made in forming the organization in a particular way. This book will help you understand your options and how to relate them to your own organization. |
| enterprise value map: The DevOps Adoption Playbook Sanjeev Sharma, 2017-02-28 Achieve streamlined, rapid production with enterprise-level DevOps Awarded DevOps 2017 Book of the Year, The DevOps Adoption Playbook provides practical, actionable, real-world guidance on implementing DevOps at enterprise scale. Author Sanjeev Sharma heads the DevOps practice for IBM; in this book, he provides unique guidance and insight on implementing DevOps at large organizations. Most DevOps literature is aimed at startups, but enterprises have unique needs, capabilities, limitations, and challenges; DevOps for startups doesn't work at this scale, but the DevOps paradigm can revolutionize enterprise IT. Deliver high-value applications and systems with velocity and agility by adopting the necessary practices, automation tools, and organizational and cultural changes that lead to innovation through rapid experimentation. Speed is an advantage in the face of competition, but it must never come at the expense of quality; DevOps allows your organization to keep both by intersecting development, quality assurance, and operations. Enterprise-level DevOps comes with its own set of challenges, but this book shows you just how easily they are overcome. With a slight shift in perspective, your organization can stay ahead of the competition while keeping costs, risks, and quality under control. Grasp the full extent of the DevOps impact on IT organizations Achieve high-value innovation and optimization with low cost and risk Exceed traditional business goals with higher product release efficiency Implement DevOps in large-scale enterprise IT environments DevOps has been one of IT's hottest trends for the past decade, and plenty of success stories testify to its effectiveness in organizations of any size, industry, or level of IT maturity, all around the world. The DevOps Adoption Playbook shows you how to get your organization on board so you can slip production into the fast lane and innovate your way to the top. |
| enterprise value map: Creativity and Innovation in Business , |
| enterprise value map: The Cloud-to-Thing Continuum Theo Lynn, John G. Mooney, Brian Lee, Patricia Takako Endo, 2020-07-07 The Internet of Things offers massive societal and economic opportunities while at the same time significant challenges, not least the delivery and management of the technical infrastructure underpinning it, the deluge of data generated from it, ensuring privacy and security, and capturing value from it. This Open Access Pivot explores these challenges, presenting the state of the art and future directions for research but also frameworks for making sense of this complex area. This book provides a variety of perspectives on how technology innovations such as fog, edge and dew computing, 5G networks, and distributed intelligence are making us rethink conventional cloud computing to support the Internet of Things. Much of this book focuses on technical aspects of the Internet of Things, however, clear methodologies for mapping the business value of the Internet of Things are still missing. We provide a value mapping framework for the Internet of Things to address this gap. While there is much hype about theInternet of Things, we have yet to reach the tipping point. As such, this book provides a timely entrée for higher education educators, researchers and students, industry and policy makers on the technologies that promise to reshape how society interacts and operates. |
| enterprise value map: Hoshin Kanri for the Lean Enterprise Thomas L. Jackson, 2019-02-21 Winner of a Shingo Research and Professional Publication Award! At the heart of Lean and Six Sigma is the same, unique business operating system: hoshin kanri. It is a method of strategic planning and a tool for managing complex projects, a quality operating system geared to ensuring that organizations faithfully translate the voice of the customer into new products, and a business operating system that ensures reliable profit growth. The true power of hoshin kanri, however, is two-fold -- it is a superior organizational learning method as well as a competitive resource development system. Hoshin Kanri for the Lean Enterprise, by Tom Jackson, explains how you can implement, identify and manage the critical relationships among your markets, design characteristics, production systems, and personnel to satisfy your customers and beat your competition. This practical workbook provides— A new understanding of hoshin kanri as a grand experimental design implemented through a system of team agreements. Clear explanations of the steps of hoshin kanri. A measure of overall business effectiveness used to determine the focus of corporate strategy. A new, improved X-matrix that incorporates a lean balanced scorecard for identifying improvement opportunities and converting them readily into bottom line results as a value stream P&L in terms that financial managers and accountants can understand and support. Downloadable resources containing forms, meeting agendas, and examples of X-matrices that serve marketing and design engineering as well as manufacturing. This workbook will show you the mechanics of implementing hoshin kanri, so that you can systematically improve your brand equity, implement Lean manufacturing and Six Sigma, and integrate your suppliers into a Lean and Six Sigma organization. |
| enterprise value map: The TOGAF® Standard, 10th Edition – Architecture Development Method The Open Group, 2022-04-25 Summary This document is a compilation of three documents within the TOGAF® Standard. It has been developed and approved by The Open Group, and is part of the TOGAF Standard, 10th Edition. The three documents in this set are: • The TOGAF Standard — Architecture Development Method This document describes the TOGAF Architecture Development Method (ADM) — an iterative approach to developing an Enterprise Architecture. • The TOGAF Standard — ADM Techniques This document contains a collection of techniques available for use in applying the TOGAF approach and the TOGAF ADM. • The TOGAF Standard — Applying the ADM This document contains guidelines for adapting the TOGAF ADM to address the specific style of architecture required in a practical context. The TOGAF Standard is intended for Enterprise Architects, Business Architects, IT Architects, Data Architects, Systems Architects, Solution Architects, and anyone responsible for the architecture function within an organization. |
| enterprise value map: Emerging Frontiers in Industrial and Systems Engineering Harriet B. Nembhard, Elizabeth A. Cudney, Katherine M. Coperich, 2019-06-13 Recognized as an Optional title by Choice for their January 2021 issue. Choice is a publishing unit at the Association of College & Research Libraries (ACR&L), a division of the American Library Association. Choice has been the acknowledged leader in the provision of objective, high-quality evaluations of nonfiction academic writing. Success is driven through collaboration. The field of Industrial and Systems Engineering has evolved as a major engineering field with interdisciplinary strength drawn from effective utilization, process improvement, optimization, design, and management of complex systems. It is a broad discipline that is important to nearly every attempt to solve problems facing the needs of society and the welfare of humanity. In order to carry this forward, successful collaborations are needed between industry, government, and academia. This book brings together an international group of distinguished practitioners and academics in manufacturing, healthcare, logistics, and energy sectors to examine what enables successful collaborations. The book is divided into two key parts: 1) partnerships, frameworks, and leadership; and 2) engineering applications and case studies. Part I highlights some of the ways partnerships emerge between those seeking to innovate and educate in industrial and systems engineering, some useful frameworks and methodologies, as well as some of the ideas and practices that undergird leadership in the profession. Part II provides case studies and applications to illustrate the power of the partnerships between academia and practice in industrial and systems engineering. Features Examines the success from multiple industries Provides frameworks for building teams and avoiding pitfalls Contains international perspectives of success Uses collaborative approaches from industry, government, and academia Includes real world case studies illustrating the enabling factors Offers engineering education and student-centric takeaways |
| enterprise value map: Professional Practice in Learning and Development Mark Loon, 2016-11-03 Professional Practice in Learning and Development guides learning and development professionals and students in designing and delivering effective people development in the modern organization. It is a core text for those studying for learning and development qualifications such as the Chartered Institute of Personnel and Development Intermediate level, and a useful handbook for those in learning and development roles looking to develop their understanding of the latest developments facing the profession. With a particular focus on digital, blended and social learning it will help you deliver more for less. Starting with an introduction to learning and development, it shows how to make the business case for activities, use metrics to demonstrate the value add, and engage the right stakeholders. Drawing on the latest research, Professional Practice in Learning and Development highlights the new opportunities made available to the learning and development practitioner by technology, new media and the networked world in which we live. It looks at approaches to helping people learn and how to develop tailored solutions. Case studies and reflective questions develop skills in facilitating collaborative learning, working in teams, and communicating effectively with all stakeholders. This book also equips you to measure and communicate the value of the programmes and, drawing on insights from neuroscience, demonstrates some practical new tools for engaging learners to improve the effectiveness of their work. Online supporting resources include multiple-choice questions and answers for each chapter. |
| enterprise value map: The TOGAF® Standard, 10th Edition - Leader’s Guide The Open Group, 2022-04-26 This document is a TOGAF Series Guide: The TOGAF Leader’s Guide to Establishing and Evolving an EA Capability. It has been developed and approved by The Open Group, and is part of the TOGAF Standard, 10th Edition. Written for the Enterprise Architecture Capability Leader, the person who is tasked to lead the effort to establish or evolve an Enterprise Architecture Capability, the Leader’s Guide presents advice on establishing an Enterprise Architecture Capability that aligns to a set of requirements and expectations that are specific to each enterprise. It proposes an approach for the standing-up and enhancement of an enterprise’s Enterprise Architecture Capability, based upon established best practices. This approach follows a configured path through the TOGAF Architecture Development Method (ADM). This document: Introduces key topics of concern Defines the terms related to the topic Shows the terms that are related to an EA Capability Discusses what the Leader needs to know Describes what the Leader should do with this knowledge It covers the following topics: An introduction to the topic, including an assessment of the state of EA, definitions, and key concepts used in the Guide A narrative that is a companion to the TOGAF ADM, that leads the reader through a series of topics and related steps to assist in stepping back from the current operational context to seek a broader perspective How to adopt an EA Capability, including the preparation and initiation activities required to establish or enhance the EA Capability A mapping of how the TOGAF ADM can be used for architecting and establishing an EA Capability |
| enterprise value map: A Complete Guide to Portals and User Experience Platforms Shailesh Kumar Shivakumar, 2015-09-25 Build a Next-Generation Enterprise Digital Platform with Portals and UXPA Complete Guide to Portals and User Experience Platforms provides in-depth coverage of portal technologies and user experience platforms (UXPs), which form the key pillars of a modern digital platform. Drawing on his experience in various roles in numerous portal engagements, |
| enterprise value map: Integrated Management Robert Sroufe, 2018-10-05 An exciting vision of what we can aspire to when sustainability is integrated within strategic practices across enterprise functions, systems, supply chains, and cities. The book will enable decision makers to recognize a new era of innovative value creation. |
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