The APQC Business Process Framework and promoting the adoption for sustainability.
Materials adapted in support of the alignment between Enterprise and Business Architecture with the business process.
1. Design Strategy and Vision
Row 2 Business Process Inventory and Motivation
Ensure an organizational design with sustainable and resilient business models at the highest points allowing lower level flexibility.
Enable sustainable product and service development, to the customers ideal of quality.
Enable Innovation with all the various degrees of complexity, segregated from the core and advanced product release business models.
Enable resources access to robust Research and Development tools and systems.
Enable the highest confidentiality with a limited audience entitled to R&D work.
Enable Resource skills at macro level to allow agility as the market changes.
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Principle process approach
Principle of systems for management decisions
Understanding management cybernetics rule number 5
Principle of Fact Based Decisions
Enabling innovation, advanced and core as three distinct business models.ie, applied Theory of Constraints
Each of the three types of offers have various revenue recognition limitations.
Innovation
We apply the highest complexity factor against this type due to thenew offer.Got to Market spans the longest period of time.
Requires far more checks and balances before maturing to First Customer Ship.
No invoices may be recognized until post FCS.
During Development we are in the southbound direction working closely with our suppliers.
We are in the slow lane.
We work best with the highest skilled resources.
We can impede or insert more effort on low touch processes if we are not segregated.
Advanced
There are many use cases for the middle lane. The primary purpose allows slower deals to merge away from the fast lane allowing a consistent rate of speed.
The following must be considered for the customer experinence.
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