Vol. 5 / November 2010 A few weeks ago, I was in the Washington, D.C. area for a conference on Building Business Capabilities. A significant portion of the conference was devoted to business process definition - specifically, how organizations can leverage their core business processes to realize strategic advantages. Several speakers also pointed out that in order to accomplish this objective, senior business leaders must view Business Process Management (BPM) as the management discipline it is, treating their core processes as a corporate asset. While your processes don't have value that is reflected on the balance sheet, they do provide value to your customers, employees, vendors and other stakeholders and are a critical component of your organization's "lifeblood".    If you haven't thought about your processes in quite this manner before, I encourage you to do so as we wind down this year and start setting strategic objectives for 2011. If you have any questions about how to go about this, or need help working through these concepts, just call.   Since this month ushers in the holiday season, I would like to take the opportunity to thank our Veterans for their service to our country. Without these dedicated individuals, we would not have the liberties we tend to take for granted today.   Take the time to reflect, this month, on all the blessings we have and on those less fortunate. Find a way to reach out and share your bounty and yourself with others.   Best wishes for a peaceful and joyous Thanksgiving,

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Strategic Growth Through the Right Operating Model In my article entitled “What’s Your Operating Model (and Why You Should Think About It)?”, I discussed the four operating models identified by Ross, et. al in their book “Enterprise Architecture as Strategy”. While it is important to know the operation model in place in your organization in order to develop overarching corporate strategies and understand the impact of change, the operating model also impacts the growth strategy of the organization. Is your growth strategy influenced by your operating model, or do you have a disconnect between the two?                                               View article

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Quote of the Month                     " Take time to deliberate, but when the time for action has arrived, stop                                                        thinking and go in."                                                                                 -  Napoleon Bonaparte

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