Organizational policies in the healthcare sector are a difficult area to manage. The reason is that these policies have a generic character but should serve a specific application.
Policies are the translation of the hospital strategy but are detailed for a certain domain. So there are pure medical policies, ICT, human resources, infrastructural policies.
Policies are derived from corporate values. One of such a value could be that the hospital operates on an evidence based way. This is often for the smaller hospitals that have limited space for research and development and follow the trends in the market. Academic or university hospitals can combine such a principle with a more innovative directive to pioneer in certain areas for which the hospital has specialized.
As there are more corporate values, there are also more policies that have to be managed in combination. Innovation and research may be a driver for an academic hospital; "patient safety" is a policy that overrules all other policies in the situation of a conflict.
Policies can be developed "on-the-job." Basically a policy is formed after events and conflicts have already occurred. At the operation start of a new organization there are no policies yet and as things happen, a pattern raises of recurring issues. Policies are like the jurisprudence of law; many things that have happened resemble previous situations. Policies make sure that the decision taking process will be speed up. It is no use to dedicate time to issues that you have dealt with before. Just do what you have done before where the measure seemed to have worked out.
This works until there is a real change, a new conflict or a change in the environment where a new measure is required. And a new policy will be "established" as more of these new cases pass the management agenda.
Tuesday, November 29, 2011
Sunday, November 27, 2011
Business Architecture of Hospitals - Part 10
Infrastructure is an organizational component that is often taken into account at the tail of projects. Infrastructural solutions require planning and offer the basic support for the rest of the organization.
In hospitals the main infrastructure is physical oriented. The route patients and visitors have to take (part of the logistical process) are long and depend on their treatment. Now, as the organization changes, the physical locations of surgery units, laboratories, care-units and consulting areas change frequently, the paths visitors have to select will also change. This is much like a supermarket where sometimes the fresh fruit products are at the end of the market, and sometimes the organization changes these to the entrance of the market.
In a hospital a change of locations of where the various specialists "operate" has to be signaled to clients. This is to avoid visitors asking: "where do I find the department of ..."
One way of doing this is my setting up navigation which displays where the specialists rooms are to be found. If these change however, all the signs need to be changed too and this requires a lot of work. It is also possible to change the medical name plates to numbers. Now when there are changes in locations only the main navigation "menus" must be updated which is a minor job.
This is all part of infrastructure, and it is only one element; the physical space and the communication. Other elements of infrastructure are: the communication network, the phone infrastructure, the Interactive voice response that is used at the reception and many more...
When organizing infrastructure an organization must think about requirements. These are not functional like those for the radiologist, gynecologist or surgeon, but these requirements are more general and they support the whole hospital organization.
Thinking about these general requirements is thinking about adjectives like: flexibility, security and availability. The above mentioned example of path indicators is a result of a requirement for flexibility. Then what is only missing is to define these requirements and match them to the infrastructural components. Taking in mind that some set of requirements may cause conflicts; more flexibility (mobile internet, mobile communication) may have a negative impact on the overall security.
In hospitals the main infrastructure is physical oriented. The route patients and visitors have to take (part of the logistical process) are long and depend on their treatment. Now, as the organization changes, the physical locations of surgery units, laboratories, care-units and consulting areas change frequently, the paths visitors have to select will also change. This is much like a supermarket where sometimes the fresh fruit products are at the end of the market, and sometimes the organization changes these to the entrance of the market.
In a hospital a change of locations of where the various specialists "operate" has to be signaled to clients. This is to avoid visitors asking: "where do I find the department of ..."
One way of doing this is my setting up navigation which displays where the specialists rooms are to be found. If these change however, all the signs need to be changed too and this requires a lot of work. It is also possible to change the medical name plates to numbers. Now when there are changes in locations only the main navigation "menus" must be updated which is a minor job.
This is all part of infrastructure, and it is only one element; the physical space and the communication. Other elements of infrastructure are: the communication network, the phone infrastructure, the Interactive voice response that is used at the reception and many more...
When organizing infrastructure an organization must think about requirements. These are not functional like those for the radiologist, gynecologist or surgeon, but these requirements are more general and they support the whole hospital organization.
Thinking about these general requirements is thinking about adjectives like: flexibility, security and availability. The above mentioned example of path indicators is a result of a requirement for flexibility. Then what is only missing is to define these requirements and match them to the infrastructural components. Taking in mind that some set of requirements may cause conflicts; more flexibility (mobile internet, mobile communication) may have a negative impact on the overall security.
Friday, November 25, 2011
Using Commercial Interior Designer to Transform Your Business Interior
Success in business often depends on how well you treat your customers in your office. Your employees also generally spend most of their working hours within the four walls of your office. So it is important to keep the working environment aesthetically pleasing and comfortable not only for the visiting customers, but also functional and conducive to effective performance for the employees. That's where the commercial interior design comes in.
The commercial interior designer decorates the interior of commercial buildings or businesses, be it corporate offices, showrooms or business establishments - large or small. With a variety of visual tools such as specialized interior planning and design software, the work of a professional designer in space planning and communication to their clients is made easier. An experienced designer will know to enhance the look of the office from the reception area to the conference room and other areas in conventional as well as contemporary styles.
Based on the ideas of the clients, the designer can create a feel for the room by selecting wall paintings in appropriate color scheme, fabric, furniture, fittings, lighting, flooring, artwork and other accessories and also find the solutions to transform the interior working environment within the existing architecture.
Individuals who have a flair for design and decoration can become Certified Interior Designers by undergoing a professional course in commercial interior design - be it diploma, graduation or post graduation degree program. In United States, registration is mandatory to practice in this design discipline design in most states. Qualified designers who meet government certification requirements - passing score on NCIDQ (National Council for I.D. Qualifications) examination - are eligible to acquire a licensure from the a professional body called ASID.
The interior design professional who practices in the commercial sector needs to possess some in-built and some acquired skills - the ability to conceive a balance between the client's needs and the ideas he suggests, excellent design sense to prepare drawings, coordination skills, keen observation skill for detail and color, communication skills, management skills and the necessary skills to work together with contractors and architects.
With the help of commercial interior designer you can transform your business premises benefiting your clients, workforce and ultimately your business.
The commercial interior designer decorates the interior of commercial buildings or businesses, be it corporate offices, showrooms or business establishments - large or small. With a variety of visual tools such as specialized interior planning and design software, the work of a professional designer in space planning and communication to their clients is made easier. An experienced designer will know to enhance the look of the office from the reception area to the conference room and other areas in conventional as well as contemporary styles.
Based on the ideas of the clients, the designer can create a feel for the room by selecting wall paintings in appropriate color scheme, fabric, furniture, fittings, lighting, flooring, artwork and other accessories and also find the solutions to transform the interior working environment within the existing architecture.
Individuals who have a flair for design and decoration can become Certified Interior Designers by undergoing a professional course in commercial interior design - be it diploma, graduation or post graduation degree program. In United States, registration is mandatory to practice in this design discipline design in most states. Qualified designers who meet government certification requirements - passing score on NCIDQ (National Council for I.D. Qualifications) examination - are eligible to acquire a licensure from the a professional body called ASID.
The interior design professional who practices in the commercial sector needs to possess some in-built and some acquired skills - the ability to conceive a balance between the client's needs and the ideas he suggests, excellent design sense to prepare drawings, coordination skills, keen observation skill for detail and color, communication skills, management skills and the necessary skills to work together with contractors and architects.
With the help of commercial interior designer you can transform your business premises benefiting your clients, workforce and ultimately your business.
Wednesday, November 23, 2011
Business Architecture of Hospitals - Part 9
Hospitals are organization with the highest information density. This means that information is highly wrapped-up in the business process, or what is about the same: the business is organized by computers or information systems.
This is the example.
In a traditional hospital the patient will be cured and consecutively be cared for a while before he gets fired. To do this a doctor or medical specialist will have to visit the patient, check whether all is ok and authorize him to leave.
In an information-dense hospital this procedure is more or less the same, but there is one difference and this is make clear by answering the question: when does the patient leave? When the doctor has visited him or when he is cured.
This seems like the chicken-or-egg problem, but there is indeed a difference.
A information system may control the time the patient has spend at the hospital and may program a planning for doctors to visit patients that are likely to have cured. In this case, the process is optimized by the client (patient) needs and not by the availability of the specialist.
As said this is only one example. The uniqueness of the hospital complexity is not so much the different kinds of specializations that are required to cure patients, but the interaction between these specialists and between computer systems and medical equipment.
Information systems in hospitals are more complex than other information systems and require a special training or degree to build them. Yet the types of information systems that are required in a hospital are no different than systems in normal organizations. There are a few categories and the integration between them is the biggest challenge.
This is the example.
In a traditional hospital the patient will be cured and consecutively be cared for a while before he gets fired. To do this a doctor or medical specialist will have to visit the patient, check whether all is ok and authorize him to leave.
In an information-dense hospital this procedure is more or less the same, but there is one difference and this is make clear by answering the question: when does the patient leave? When the doctor has visited him or when he is cured.
This seems like the chicken-or-egg problem, but there is indeed a difference.
A information system may control the time the patient has spend at the hospital and may program a planning for doctors to visit patients that are likely to have cured. In this case, the process is optimized by the client (patient) needs and not by the availability of the specialist.
As said this is only one example. The uniqueness of the hospital complexity is not so much the different kinds of specializations that are required to cure patients, but the interaction between these specialists and between computer systems and medical equipment.
Information systems in hospitals are more complex than other information systems and require a special training or degree to build them. Yet the types of information systems that are required in a hospital are no different than systems in normal organizations. There are a few categories and the integration between them is the biggest challenge.
Saturday, November 19, 2011
Business Architecture & The Formula One
Another view on the importance of business architecture, different than The "Da Vinci case (1)," comes from the Formula One (Grand Prix).
The Formula One offers a different but very interesting case as a parallel for business management.
The Formula One is different from other sports much because of the vehicle. In Cycling, the vehicle does also matter and even in ice-skating the equipment has an influencing role in the sports results, but not as much as Formula One.
In business the human resources are always seen as the decisive component in the results of the company, and that is including the management and their applied method. But human resources not only affect the results, they do so by building "vehicles" that are used for the same production. Examples of these are: information systems. It is possible to build these or to buy them in the market, but the quality of the information systems and their use define the success of the organization too. As much as human resources do. Other vehicles are: the buildings itself - modern designed buildings may positively influence the working climate and indirectly improve the performance of the organization.
The best business architecture is that where not only the employees, management and methods are solid and successful, but where the other business components are also influencing, like the mentioned information systems.
Now back to the formula One races. Those who watch the Grand Prix regularly know that there are some good pilots. An example of a good pilot and a personal favorite is Fernando Alonso. Why is he a good pilot; well, having won two F1 World Championships should be a sufficient criteria to tell so. He is currently the only driver with two World Championship titles.
Unfortunately, the vehicle he is using is not the best in town. Best vehicles are those from brands like Ferrari and Mercedes-McLaren. Than there is the influence of fuel-providers. Ferrari works together with Shell, Renault is partner with Elf. One is a global brand of the first league (Shell is #93 in the top 100 of global brands), ELF doesn't occur amongst the top brands.
The Warren-Buffets of these world are looking to invest in companies that are the Ferraris of the F1 (business) in combination with drivers (management) like Alonso. Business architecture is like that. In that case, change the vehicle for the business and the driver for management.
Solid business with high possible growth rates and the best management is obviously what makes perfect business architecture. Great management but poor business, will not end up in Warren's portfolio.
It is not hard to manage a great business. A lot more difficult is it to manage a business in decline or a business that is not passionate. Really great managers are those that make something good out of a lousy "vehicle".
The Formula One offers a different but very interesting case as a parallel for business management.
The Formula One is different from other sports much because of the vehicle. In Cycling, the vehicle does also matter and even in ice-skating the equipment has an influencing role in the sports results, but not as much as Formula One.
In business the human resources are always seen as the decisive component in the results of the company, and that is including the management and their applied method. But human resources not only affect the results, they do so by building "vehicles" that are used for the same production. Examples of these are: information systems. It is possible to build these or to buy them in the market, but the quality of the information systems and their use define the success of the organization too. As much as human resources do. Other vehicles are: the buildings itself - modern designed buildings may positively influence the working climate and indirectly improve the performance of the organization.
The best business architecture is that where not only the employees, management and methods are solid and successful, but where the other business components are also influencing, like the mentioned information systems.
Now back to the formula One races. Those who watch the Grand Prix regularly know that there are some good pilots. An example of a good pilot and a personal favorite is Fernando Alonso. Why is he a good pilot; well, having won two F1 World Championships should be a sufficient criteria to tell so. He is currently the only driver with two World Championship titles.
Unfortunately, the vehicle he is using is not the best in town. Best vehicles are those from brands like Ferrari and Mercedes-McLaren. Than there is the influence of fuel-providers. Ferrari works together with Shell, Renault is partner with Elf. One is a global brand of the first league (Shell is #93 in the top 100 of global brands), ELF doesn't occur amongst the top brands.
The Warren-Buffets of these world are looking to invest in companies that are the Ferraris of the F1 (business) in combination with drivers (management) like Alonso. Business architecture is like that. In that case, change the vehicle for the business and the driver for management.
Solid business with high possible growth rates and the best management is obviously what makes perfect business architecture. Great management but poor business, will not end up in Warren's portfolio.
It is not hard to manage a great business. A lot more difficult is it to manage a business in decline or a business that is not passionate. Really great managers are those that make something good out of a lousy "vehicle".
Thursday, November 17, 2011
Business Architecture - The MS Yahoo Merger
If Microsoft succeeds in the takeover of Yahoo, what will that mean for business architecture of the new company?
Microsoft is a unique company -- like so many others you would say -- but the uniqueness of MS lies in its legacy power. An example will make this clear. If you surf to the Microsoft Site for the annual report (1) you are offered this report. Now comes a unique MS feature. You can download this report but it is not in pdf -- everybody would agree that pdf is the STANDARD format for offering an annual report.
Instead. Microsoft offers the report in .doc (Word) format (Yahoo offers the report in both PDF and HTML).
What this indicates about the business architecture of the company leaves no questions: "We have set the standard and others have to keep on following us."
But the world changed and the possible takeover of Yahoo can be read as a catching-up with the markets, that have moved into another direction.
Possibility one: there is no change. Microsoft and Yahoo remain separate entities but yahoo profits are consolidated with those of Microsoft. Minor changes are needed and are concentrated in the head-quarters.
Yahoo's mission is "to connect people" The Annual report opens with a feature of the Flickr application in which the word "Yahoo" is spelled by consecutive photo's.
From the annual we read about the customer-centric culture and capabilities. "we have organized our services around audience segments ... rather than around products."
This shows a main difference with the organization of MS that is centered around product-groups (Microsoft business division, entertainment division are all product centered units. With a traditional (development) structure: product development, distribution, marketing and sales, etc.
On a very high level, the business architecture of both companies offer the theoretical possibilities of business synergies. MS could be seen as a software company with some search and community services (80/20) Yahoo is the other way around a company with some software developing parts and a dominating search and community service (20/80). The advertisement market is what both have in common and where both compete with Google.
Possibility two: Yahoo is bought only to get rid of the competition. But this is not very likely, it could even harm the image of Microsoft.
Any other option is some kind of an integration of both companies. The shown resistance of Yahoo is understandable, because a of the mentioned differences between both organizations.
The biggest challenge is the required cooperation of employees with such a different background. The questions has practical implications on the level of the search-engine. What will happen to these search-engines: will they integrate into one new back-end search-engine with two (yahoo, Live) front-ends? And which system is superior?
Microsoft is a unique company -- like so many others you would say -- but the uniqueness of MS lies in its legacy power. An example will make this clear. If you surf to the Microsoft Site for the annual report (1) you are offered this report. Now comes a unique MS feature. You can download this report but it is not in pdf -- everybody would agree that pdf is the STANDARD format for offering an annual report.
Instead. Microsoft offers the report in .doc (Word) format (Yahoo offers the report in both PDF and HTML).
What this indicates about the business architecture of the company leaves no questions: "We have set the standard and others have to keep on following us."
But the world changed and the possible takeover of Yahoo can be read as a catching-up with the markets, that have moved into another direction.
Possibility one: there is no change. Microsoft and Yahoo remain separate entities but yahoo profits are consolidated with those of Microsoft. Minor changes are needed and are concentrated in the head-quarters.
Yahoo's mission is "to connect people" The Annual report opens with a feature of the Flickr application in which the word "Yahoo" is spelled by consecutive photo's.
From the annual we read about the customer-centric culture and capabilities. "we have organized our services around audience segments ... rather than around products."
This shows a main difference with the organization of MS that is centered around product-groups (Microsoft business division, entertainment division are all product centered units. With a traditional (development) structure: product development, distribution, marketing and sales, etc.
On a very high level, the business architecture of both companies offer the theoretical possibilities of business synergies. MS could be seen as a software company with some search and community services (80/20) Yahoo is the other way around a company with some software developing parts and a dominating search and community service (20/80). The advertisement market is what both have in common and where both compete with Google.
Possibility two: Yahoo is bought only to get rid of the competition. But this is not very likely, it could even harm the image of Microsoft.
Any other option is some kind of an integration of both companies. The shown resistance of Yahoo is understandable, because a of the mentioned differences between both organizations.
The biggest challenge is the required cooperation of employees with such a different background. The questions has practical implications on the level of the search-engine. What will happen to these search-engines: will they integrate into one new back-end search-engine with two (yahoo, Live) front-ends? And which system is superior?
Sunday, November 13, 2011
Decorating Your Italian Restaurant
Decorating your Italian restaurant is nearly as important as what is on your menu. When people dine out they are doing so for a couple of different reasons. Often they don't want to cook and clean but still desire a delicious meal, and they want a pleasant atmosphere.
Creating an atmosphere is one of the main elements of decorating. The atmosphere that you create will greatly depend on what type of food you will be serving. If your main specialty is pizza, and your target patron is that of the younger generation and families, you would probably decorate your restaurant differently than you would if you were going to be opening a very upscale café.
Restaurants with themes are becoming increasingly popular. For an Italian restaurant you may want to have a street café theme, or an old world theme. Both of these are wonderful for setting the atmosphere in an Italian eatery.
Once you have a general idea of what theme or atmosphere you hope to create, start from the ground up. Your walls and floors will have to be an appropriate color to help you create that atmosphere. Earth tone colors are very popular in Italian restaurants.
Next on the list is your furniture. Decide what types of tables and chairs will help to set off your décor. You can choose anything from medium to dark wood, or even tables that depict classic Italian art. There are specialty tables available from some distributors that include those with a specific Italian theme.
Now you will want to add to your atmosphere by choosing just the right artwork. One of the obvious choices would be a replica of famous sculptures, and artwork from Old Italy. Maybe you don't want anything that fancy and would prefer art that depicts Italian country life, or an Italian kitchen. Your options are many and varied but it basically comes down to personal preference and the atmosphere that you hope to create.
Greenery is very important in an Italian restaurant, especially if you are going for the "old world garden" atmosphere. Silk plants can be placed in strategic locations to not only compliment your décor, but to give the patrons of your restaurant the feel of semi- private tables.
No matter how you ultimately decide to decorate your Italian restaurant, keep atmosphere in mind. Providing an environment that allows your customers to lose themselves for the duration of their meal is as important as the quality of food that you serve.
Jessica Ackerman is a senior staff writer for Padrino's Pizza and Pasta - one of the best pizza places in Seattle. There are countless options for late night food delivery in Seattle but make sure to order from our pizza - Voted the best pizza in Seattle by Seattle Magazine.
Creating an atmosphere is one of the main elements of decorating. The atmosphere that you create will greatly depend on what type of food you will be serving. If your main specialty is pizza, and your target patron is that of the younger generation and families, you would probably decorate your restaurant differently than you would if you were going to be opening a very upscale café.
Restaurants with themes are becoming increasingly popular. For an Italian restaurant you may want to have a street café theme, or an old world theme. Both of these are wonderful for setting the atmosphere in an Italian eatery.
Once you have a general idea of what theme or atmosphere you hope to create, start from the ground up. Your walls and floors will have to be an appropriate color to help you create that atmosphere. Earth tone colors are very popular in Italian restaurants.
Next on the list is your furniture. Decide what types of tables and chairs will help to set off your décor. You can choose anything from medium to dark wood, or even tables that depict classic Italian art. There are specialty tables available from some distributors that include those with a specific Italian theme.
Now you will want to add to your atmosphere by choosing just the right artwork. One of the obvious choices would be a replica of famous sculptures, and artwork from Old Italy. Maybe you don't want anything that fancy and would prefer art that depicts Italian country life, or an Italian kitchen. Your options are many and varied but it basically comes down to personal preference and the atmosphere that you hope to create.
Greenery is very important in an Italian restaurant, especially if you are going for the "old world garden" atmosphere. Silk plants can be placed in strategic locations to not only compliment your décor, but to give the patrons of your restaurant the feel of semi- private tables.
No matter how you ultimately decide to decorate your Italian restaurant, keep atmosphere in mind. Providing an environment that allows your customers to lose themselves for the duration of their meal is as important as the quality of food that you serve.
Jessica Ackerman is a senior staff writer for Padrino's Pizza and Pasta - one of the best pizza places in Seattle. There are countless options for late night food delivery in Seattle but make sure to order from our pizza - Voted the best pizza in Seattle by Seattle Magazine.
Friday, November 11, 2011
Business Architecture of Hospitals - Part 3
Hospitals are complex organizations and that is mainly because of the complexity of the business. This article elaborates on this topic by focusing on a single element of the hospital business: the dialysis treatment.
Dialysis is needed for end-stage renal disease (ESRD) patients. These patients can only be cured by kidney transplantation or they otherwise need a frequent dialysis that emulates the function of the kidney. Estimations of the ESRD patients fluctuate. The company Rockwellmed that offers dialysis services made a taxation of about 2 million ESRD patients.
The business is concentrated around the required treatment (and previous diagnosis) of these patients. This obviously requires first of all active participation of the patient. Different kinds of treatment (hemio or peritoneal dialysis) require more or less involvement of the patient. This requires information or brochures about the treatment and formal acceptance of the patient.
Then, this business (process) must be organized, and that involves at least the following actions and resources:
* a medical / nursery assistance
* space to accommodate the treatment
* medical equipment
* medicine
* information systems to update the treatment with the patient dossier and general clinical databases.
There are a large number of issues that requires a management decision for this specific client group. To name a few issues, just think of the following:
* Should we execute these treatments in-house or are more specialized centers a better solution for both the client and the hospital?
* From what kind of supplier do we buy the dialysis equipment or the medicine)?
* How is the information updated when the treatment is outsourced?
Now, the architectural element lies in the fact that these apparent singular issues are interrelated. Not only amongst them, but also with other issues from other business areas of the hospital. For example: if the treatment is outsourced there is no need of equipment, but there is need of information about the treatment.
Dialysis is needed for end-stage renal disease (ESRD) patients. These patients can only be cured by kidney transplantation or they otherwise need a frequent dialysis that emulates the function of the kidney. Estimations of the ESRD patients fluctuate. The company Rockwellmed that offers dialysis services made a taxation of about 2 million ESRD patients.
The business is concentrated around the required treatment (and previous diagnosis) of these patients. This obviously requires first of all active participation of the patient. Different kinds of treatment (hemio or peritoneal dialysis) require more or less involvement of the patient. This requires information or brochures about the treatment and formal acceptance of the patient.
Then, this business (process) must be organized, and that involves at least the following actions and resources:
* a medical / nursery assistance
* space to accommodate the treatment
* medical equipment
* medicine
* information systems to update the treatment with the patient dossier and general clinical databases.
There are a large number of issues that requires a management decision for this specific client group. To name a few issues, just think of the following:
* Should we execute these treatments in-house or are more specialized centers a better solution for both the client and the hospital?
* From what kind of supplier do we buy the dialysis equipment or the medicine)?
* How is the information updated when the treatment is outsourced?
Now, the architectural element lies in the fact that these apparent singular issues are interrelated. Not only amongst them, but also with other issues from other business areas of the hospital. For example: if the treatment is outsourced there is no need of equipment, but there is need of information about the treatment.
Wednesday, November 9, 2011
Business Architecture of Hospitals (1)
Before entering the business architecture of Hospitals, this article recapitulates some basics about business architecture, with a single reference to a previously published article.
Business architecture is concerned with the way a business (as offered by a company) is build-up. The idea is that in order to foster a business, an organization is to use resources.This can be organized for operational activities which have a behavioral or dynamic characteristic, but there are also resources that will be used to build and rebuild structures. Like, the structure of organizations which change often, or information systems to support a business process, and there are management systems -- like a balanced score card -- that have to be setup first before they can be used.
There are so many ways in which this can be done that, especially for more complex businesses -- like that of a hospital -- an overview is indispensable to make sure that the different parts support the same kind of goals and that the whole is more than the sum of the individual parts. Other differences are that some architectures are more open than others.
Business architecture is also about preventing to reinvent the wheel. There are so many businesses that are dealing with more or the less similar issues that one business could learn from another. These "patterns" are generic and solutions that are implemented in one sector can serve as an example for another.
Also in the area of sales management there are mechanisms that work irrespectively of the business environment it is used in; every organization is dealing with the challenge of teamwork.
Business architecture is also a means to learn from other organizations. There are universal trends which every organization has to deal with, but some types of organization have dealt with certain problem in a much earlier stage than others. Hotels are leaders in (client) hospitality, whereas hospitals have traditionally a product oriented approach. As this is changing these hospitals are wise to "cheat" on how hotels have dealt with similar problems. This leads to initiatives like "the five star hospital..."
Culture is somehow the fundament of business architecture, but this culture has its roots and these become obvious when analyzing the architecture. Corporate values can offer insight in the culture.
This is an introduction. It shows that business architecture follows the tangible assets of an organization in a continuous quest for innovation, change and improvements. Hospitals offer perhaps the best example of where business architecture is indispensable in managing the complexity.
Business architecture is concerned with the way a business (as offered by a company) is build-up. The idea is that in order to foster a business, an organization is to use resources.This can be organized for operational activities which have a behavioral or dynamic characteristic, but there are also resources that will be used to build and rebuild structures. Like, the structure of organizations which change often, or information systems to support a business process, and there are management systems -- like a balanced score card -- that have to be setup first before they can be used.
There are so many ways in which this can be done that, especially for more complex businesses -- like that of a hospital -- an overview is indispensable to make sure that the different parts support the same kind of goals and that the whole is more than the sum of the individual parts. Other differences are that some architectures are more open than others.
Business architecture is also about preventing to reinvent the wheel. There are so many businesses that are dealing with more or the less similar issues that one business could learn from another. These "patterns" are generic and solutions that are implemented in one sector can serve as an example for another.
Also in the area of sales management there are mechanisms that work irrespectively of the business environment it is used in; every organization is dealing with the challenge of teamwork.
Business architecture is also a means to learn from other organizations. There are universal trends which every organization has to deal with, but some types of organization have dealt with certain problem in a much earlier stage than others. Hotels are leaders in (client) hospitality, whereas hospitals have traditionally a product oriented approach. As this is changing these hospitals are wise to "cheat" on how hotels have dealt with similar problems. This leads to initiatives like "the five star hospital..."
Culture is somehow the fundament of business architecture, but this culture has its roots and these become obvious when analyzing the architecture. Corporate values can offer insight in the culture.
This is an introduction. It shows that business architecture follows the tangible assets of an organization in a continuous quest for innovation, change and improvements. Hospitals offer perhaps the best example of where business architecture is indispensable in managing the complexity.
Monday, November 7, 2011
The Beauty of Architecture and Design
Blueprints are forms of history. They are pages that can go down in the annuals of history as monuments to the imagination of mankind. The architecture and design stay a part of our lifestyle and mark our civilization. They are markers of our achievements and tell stories of the buildings that stand the test of time and last throughout the ages. They can be homes, churches, office buildings or monuments that mark important people and events.
There is more to architecture than just the outside appearance of a building. Interior design architecture is a huge part of why people find some buildings so beautiful. Granted, the outside is the part that initially grabs the attention, but the interior is what makes the building memorable and functional.
Throughout history there have been incredible works of art created out of stone, wood and metal. The outer portion is detailed and intricate. Move inside and you will see that the intricacies are not limited to exterior walls.
Architecture and design must go hand in hand. From the modern buildings to the classic columns of ancient Roman Temples, the designs are built around function and beauty. A home can be more than four walls and a roof.
It can be a place that stands apart from nature and draws the eye to its beauty and form. By working together, design and architecture make four walls and a roof so much more.
It is more than function. A builder can build an edifice that is functional. It provides space, shelter and protects. But that is not always enough. Yes, one element of man's basic needs is met but the building can be aesthetically pleasing as well as functional.
A building can be more than just four walls and a roof. It should have great architectural style. As a sentient being capable of appreciating great works, you should demand more in your surroundings. Beauty is more than skin, or wall, deep.
Once more architects begin to embrace architecture and design, you will begin to see a rebirth in the styles and different shapes of buildings. Homes will begin to lose their "cookie cutter" shape and begin to be different.
A drive down a suburban area will see homes that embrace different styles. It will be a world where differences are celebrated and people can do more than simply live in a home. They can own a unique piece of history and it can be a showcase of a living art.
There is more to architecture than just the outside appearance of a building. Interior design architecture is a huge part of why people find some buildings so beautiful. Granted, the outside is the part that initially grabs the attention, but the interior is what makes the building memorable and functional.
Throughout history there have been incredible works of art created out of stone, wood and metal. The outer portion is detailed and intricate. Move inside and you will see that the intricacies are not limited to exterior walls.
Architecture and design must go hand in hand. From the modern buildings to the classic columns of ancient Roman Temples, the designs are built around function and beauty. A home can be more than four walls and a roof.
It can be a place that stands apart from nature and draws the eye to its beauty and form. By working together, design and architecture make four walls and a roof so much more.
It is more than function. A builder can build an edifice that is functional. It provides space, shelter and protects. But that is not always enough. Yes, one element of man's basic needs is met but the building can be aesthetically pleasing as well as functional.
A building can be more than just four walls and a roof. It should have great architectural style. As a sentient being capable of appreciating great works, you should demand more in your surroundings. Beauty is more than skin, or wall, deep.
Once more architects begin to embrace architecture and design, you will begin to see a rebirth in the styles and different shapes of buildings. Homes will begin to lose their "cookie cutter" shape and begin to be different.
A drive down a suburban area will see homes that embrace different styles. It will be a world where differences are celebrated and people can do more than simply live in a home. They can own a unique piece of history and it can be a showcase of a living art.
Saturday, November 5, 2011
Business Architecture - The Article Publishing Example
Business architecture is about understanding the main characteristics of any business. The objective is to understand what makes this business special and valuable. This example is about the article publishing business.
Article publishing is relatively new and serves as a good case study.
In understanding article publishing it is helpful to switch to another area that we already know of. In this case the best parallel is offered in the physical world, like that of the logistics.
The article publishing process has three main activities:
1. delivery of content - this is the supplier who uses its own car to bring in the package.
2. the publisher who receives the package (content) and who defines (labels) the right category.
3. the publisher delivers the content to the marketplace (category)
4. the publisher partners with a advertiser who adds the right advertisement on each package (content)
5. clients can freely retrieve packages of content. More content of more suppliers will increase the attention of potential readers.
The core characteristics of this business is that of the marketplace. Marketplaces have an inherent value because of the increasing return on users of the market. More users generate more advertisement.
The value for the individual supplier of content lies in the exposure of its content on the market. It can now be "purchased" by clients. On a normal marketplace this is a real buy, on a virtual article marketplace it offers only a part of the complete sales cycle; informing clients about the product.
But there is another hidden value in this process that is often neglected also for traditional transporters.
Transport and trade are very closely related. A transporter who delivers a single package to another location know about the content (what product he is carrying) and about the market. The higher the volume of the transport, the more information and knowledge will be gathered about the market. And this is valuable information. This is one of the reasons why transport and trade often form a good business model.
Article publishing is relatively new and serves as a good case study.
In understanding article publishing it is helpful to switch to another area that we already know of. In this case the best parallel is offered in the physical world, like that of the logistics.
The article publishing process has three main activities:
1. delivery of content - this is the supplier who uses its own car to bring in the package.
2. the publisher who receives the package (content) and who defines (labels) the right category.
3. the publisher delivers the content to the marketplace (category)
4. the publisher partners with a advertiser who adds the right advertisement on each package (content)
5. clients can freely retrieve packages of content. More content of more suppliers will increase the attention of potential readers.
The core characteristics of this business is that of the marketplace. Marketplaces have an inherent value because of the increasing return on users of the market. More users generate more advertisement.
The value for the individual supplier of content lies in the exposure of its content on the market. It can now be "purchased" by clients. On a normal marketplace this is a real buy, on a virtual article marketplace it offers only a part of the complete sales cycle; informing clients about the product.
But there is another hidden value in this process that is often neglected also for traditional transporters.
Transport and trade are very closely related. A transporter who delivers a single package to another location know about the content (what product he is carrying) and about the market. The higher the volume of the transport, the more information and knowledge will be gathered about the market. And this is valuable information. This is one of the reasons why transport and trade often form a good business model.
Thursday, November 3, 2011
Business Architecture and Influences From the Financial Market
As a consultant it is sometimes enough to just listen.
"I explained the accountant why this difference occurs." An entrepreneur is explaining the mismatch in the books for which the accountant was reluctant to sign off the final statement. "... but he didn't understand me... "this guy knows everything about margins and other ratios but he is not open to understand how my business really works."
It took me some time to understand this specific business, and I found it was really complex. So as a consultant the first thing to do is to simplify things. And after understanding the essentials of the business model, the question is does it need a change?
In his first book, "Complexity and Contradiction in Architecture," ... Venturi posed the question, "Is not Main Street almost all right?" He was arguing for what he called "the messy vitality" of the built environment. As he puts it, "We were calling for an architecture that promotes richness and ambiguity over unity and clarity, contradiction and redundancy over harmony and simplicity." He was challenging Modernism with the multiple solutions available from history... *
Business architecture is (amongst other things) about understanding the functional, the constructive and beauty of business, companies and organizations.
Today the stock market is in another bull-phase and one of the drivers in this phase is the speculation of take-overs and split-ups of companies. A new possible prey is a dutch anglo company called Unilever. The market "expects" a split of the two main divisions: "Foods and Home" and "Personal Care."
The investment market is ruled by very simple rules. Two companies in one have a lower stock value than two separated... So 1+1 = ?
... in his writings we find the famous response, "Less is a bore," to modernist Mies van der Rohe's dictum, "Less is more." This was Venturi's way "to make the point that modern architecture had become too simplistic. *
Architecture follows periods and styles. In discussions about Business (architecture) you will find the same periods and styles, but if there is no real movement than the market is searching for hidden money, for example to break up a company and to monetize the extra wealth. The result is a less complex business. Less complex and more boring.
"I explained the accountant why this difference occurs." An entrepreneur is explaining the mismatch in the books for which the accountant was reluctant to sign off the final statement. "... but he didn't understand me... "this guy knows everything about margins and other ratios but he is not open to understand how my business really works."
It took me some time to understand this specific business, and I found it was really complex. So as a consultant the first thing to do is to simplify things. And after understanding the essentials of the business model, the question is does it need a change?
In his first book, "Complexity and Contradiction in Architecture," ... Venturi posed the question, "Is not Main Street almost all right?" He was arguing for what he called "the messy vitality" of the built environment. As he puts it, "We were calling for an architecture that promotes richness and ambiguity over unity and clarity, contradiction and redundancy over harmony and simplicity." He was challenging Modernism with the multiple solutions available from history... *
Business architecture is (amongst other things) about understanding the functional, the constructive and beauty of business, companies and organizations.
Today the stock market is in another bull-phase and one of the drivers in this phase is the speculation of take-overs and split-ups of companies. A new possible prey is a dutch anglo company called Unilever. The market "expects" a split of the two main divisions: "Foods and Home" and "Personal Care."
The investment market is ruled by very simple rules. Two companies in one have a lower stock value than two separated... So 1+1 = ?
... in his writings we find the famous response, "Less is a bore," to modernist Mies van der Rohe's dictum, "Less is more." This was Venturi's way "to make the point that modern architecture had become too simplistic. *
Architecture follows periods and styles. In discussions about Business (architecture) you will find the same periods and styles, but if there is no real movement than the market is searching for hidden money, for example to break up a company and to monetize the extra wealth. The result is a less complex business. Less complex and more boring.
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