The Adaptive Enterprise

Thriving in an Era of Change

Marc Lankhorst - Peter Matthijssen

 The Adaptive Enterprise
Thriving in an Era of Change

Marc Lankhorst, Peter Matthijssen

Copyright © 2016 BiZZdesign.

All rights reserved. No part of this book may be reproduced or utilized in any
form or by any means, electronic or mechanical, including photocopying,
recording or by any information storage and retrieval system, without
permission in writing from the publisher.

Graphic design by Jorgen Mellink

Edited by Stefania Gancitano and Cindy van Hunen
Illustrations by Bert van Gorkum

ISBN: 978-90-79240-21-0

1
 Table of Contents
Introduction...........................................................................................................................4

How does a changing world affect your enterprise?.................................................6

What can you learn from startups?..............................................................................10

The Adaptive Enterprise...................................................................................................12

Key capabilities of the adaptive enterprise.................................................................16

Simplify.................................................................................................................................18

Innovate................................................................................................................................22

Collaborate...........................................................................................................................26

Accelerate.............................................................................................................................30

2
Decide...................................................................................................................................34

Control...................................................................................................................................38

Digitize your change capability......................................................................................42

Conclusions..........................................................................................................................46

About the authors..............................................................................................................47

About BiZZdesign...............................................................................................................48

BiZZdesign Enterprise Studio.........................................................................................49

3
 Introduction
Organizations have always had to adapt to a changing world, but the current
turbulent environment is more demanding than ever before. The ‘Digital
Enterprise’ requires continuous innovation, which means that organizations
are in a constant state of flux. At the same time, they need to stay in control.
They have to deal with regulatory pressure, financial constraints, and the risk of
disturbing their going concern while implementing major change.

Few companies have a systematic and reliable way of translating their business
strategy into action across all relevant parts of the organization. However, some
organizations have proven to be successful in aligning small step improvements
with large strategic change. How do they do this, and what can you learn from
them?

In this booklet, we explain our vision on these challenges of change and control
in complex enterprises, discuss what is needed to tackle these challenges, and
show how smart software can help.

4
Successful business change is not a matter of rigidly implementing big plans.
It requires top-down strategic guidance, but also bottom-up, collaborative
improvement. You need to bring people together from different areas of the
organization, to provide the necessary knowledge and skills, and use high-
quality information to support decision-making, design and implementation.

This book does not provide a step-by-step approach for business transformation
and change, since we do not believe in ‘one size fits all’ approaches. Instead we
present a set of six important capabilities, necessary for your organization to be
successful in this digital age.

We hope to inspire you with the ideas presented in this book.

5
 How does a changing world affect your
enterprise?
The world is changing faster every day. A selection of developments that
organizations are currently facing:

ƒƒ New technologies offer new possibilities

ƒƒ Globalization facilitates the entry of foreign competitors into your
market
ƒƒ Startups disrupt markets
ƒƒ Many old business models are becoming obsolete
ƒƒ Markets are transparent
ƒƒ Assets are increasingly virtualized
ƒƒ Customers expect higher quality and more personalized experiences
ƒƒ Social media can make or break your organization’s reputation

Many of these are new developments, that are now showing an exponential
growth curve.

6
 Average company lifespan (in years)
70
65
60
55
50
45
40
35
30
25
20
15
10
5
0
1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 2025

7
 Many traditional organizations have a strong brand, solid reputation, valuable
experience, and extensive customer base. However, if we look inside these
organizations, we can see that they struggle to adapt to change. They are
accustomed to taking their time to develop, launch and exploit their products
or services. In this new era, this time is no longer available.

Digital technology has a profound impact on many organizations, and if they

do not adapt, they will surely disappear. For example, the car manufacturing
industry is likely to change more in the coming 10 years than it has in the
previous 100 years. This traditional market is being disrupted by developments
such as electric vehicles, autonomous cars and ridesharing facilitated by the
Internet. Many organizations are not well prepared for the changes that will
inevitably strike their businesses. Are you prepared? Ask yourself the following
questions:

How do changes in your ecosystem impact you? Which (digital) innovations

apply to your market and business? How can you influence your environment?
Is your organization adapting fast enough? What prevents you from making
the necessary changes? How can you overcome these inhibitors?

8
Top 3 inhibitors of business change

50%

52%

60%

1 “Business as usual” is preventing

effective transformation

2 Lack of strategic design

insights

3 Lack of organizational
commitment

Source: Business Transformation survey 2016, N=554

9
 What can you learn from startups?
Some organizations are much better at adapting to change than others. Among
the best are startups. Many could never have existed 10 or 20 years ago. Such
organizations profit from recent innovations and opportunities, which enable
them to bypass struggling traditional organizations.

However, there are also several large organizations, such as Google, Netflix and
Alibaba, that have managed to grow and stay innovative at the same time –
just like a startup. If you want to become as adaptive as a startup, you need to
take a closer look at the characteristics of a startup. How do they deal with, and
take advantage of the changes happening around them?

Culture plays an essential role. People are selected and hired based on their
ability to adapt. If you bring these people together, you create an environment
that cannot not change. But there is more to learn. In the following parts of
this book we will further explore the characteristics of the Adaptive Enterprise.

10
 Uber, Airbnb,
the world’s largest the world’s largest Facebook
Alibaba,
taxi company, accomodation the most popular
the most
has no fleet provider, has media owner, creates
valuable retailer, has
no real estate no content
no inventory

New digital technologies facilitate ‘asset-free’ companies to disrupt traditional markets

11
 The Adaptive Enterprise
In today’s hyper-competitive, chaotic market, traditional structures and rules
for change management no longer apply. As Gartner states, “all companies
will become digital companies”1. This digital age requires your organization to
transform and adapt all the time. It is therefore essential to become excellent
at change: your change capability is the key to the survival and growth of your
organization.

So, how do you become excellent at change? We can take contrasting examples
from nature; volcanic eruptions cause a big bang, but the evolution of species
happens continuously in small steps. Those small steps usually cause less
collateral damage than a big bang, and many small steps will, over time,
result in major change. This also applies in business: continuous small step
improvements will eventually lead to large strategic change.

Since nature provides us with many great examples of adaptivity, we decided

to illustrate this book with animals. And of course we start with the chameleon!

1 ‘Peter Sondergaard, Gartner’

12
“ Develop the capabilities to adapt to a

”
constantly changing environment

13
 Large transformation programs within organizations often indicate that change
is overdue and that the organization needs to catch up. Such programs usually
require more time to execute, and cost more than the allocated budget. The
organization also faces a higher risk of failure when large change programs are
overtaken by new developments.

In the adaptive enterprise, you need to incorporate insights from various

stakeholders from within and outside of your organization, analyze potential
scenarios, and decide on the direction you want to take. This is done in smaller
steps, on a continuous basis. You need to regularly revisit earlier plans, and
refine and adjust them to the constantly changing environment. We call this
‘business design’.

In the adaptive enterprise, straightforward, top-down approaches to change

are no longer viable, but that does not mean you cannot direct your own
future. Adapting requires a forward-looking, iterative design approach to your
business.

14
 e
ng
ha
Change

sc
uou
tin
C on

The need for ‘big change’ is often a sign that you have waited too long.

15
 Key capabilities of the adaptive enterprise
Becoming an adaptive enterprise is not easy. It requires you to change the way
you think about change. Change isn’t a disruptive force that comes around
a few times a year. In the new normal, change is integrated into your daily
business.

Research on digital transformations2 distinguishes between the ‘what’ (what

does the organization want to achieve) and the ‘how’ (how can the organization
realize change). Organizations that focus on the ‘how’ turn out to be much
better at executing digital transformations. They don’t waste too much time
thinking about what the future may look like; they make sure they are prepared
when the need for change arises. Becoming adaptive requires them to develop
key capabilities to support change.

We believe the capabilities in the image on the next page are key for the adaptive
enterprise. For the remainder of this book, we will explore these capabilities
further, and discuss how you can develop them in your organization.

2 MIT Sloan (2011)

16
 Innovate

Control Simplify

Collaborate Accelerate

Decide

17
 Simplify
Many organizations have become highly complex. They are large and carry
with them all kinds of legacy, in their products, applications, processes, rules,
culture, and behavior. This complexity leads to uncertainty about how the
organization really works, its strategic direction, and the impact of change.
Uncertainty poses risks, so many organizations would rather avoid it. But one
thing is for sure, not adapting to change eventually brings even more risk. How
can you deal with complexity and bring back a basis of certainty for successful
change?

A powerful means for tackling complexity is the use of models. Models are
more than pretty pictures; they provide precise, well-defined and unambiguous
information. Models can be checked, visualized, analyzed, managed, integrated,
transformed, interpreted, and sometimes even executed. Organizations use all
kinds of models in different business and technology areas, such as strategy
maps, process diagrams, architecture views, product breakdown structures and
organizational charts. Models support fact-based decision-making and help
you to analyze the impact of changes before you apply them.

18
“ Simplicity survives

”
the longest

19
 To profit optimally from the use of models, you should link them together. If
something changes in one domain of the enterprise (e.g. a strategic shift), you
need to know what impact this might have on other domains (e.g. product
portfolio or process flows).

Models enable you to analyze all relationships between your products,

processes, people and systems, and help you to fight complexity. How are the
different parts connected? Who is responsible for what? What are the essential
business processes and IT systems, and what is redundant? Does the market
really demand all these products? Is all the red tape necessary?

Reducing and avoiding complexity is also about culture. In many organizations,

people derive status from the complexity they control (“She is the only one
who understands this…”). In the adaptive enterprise you need to embrace
simple and adaptable designs and solutions.

To deal with complexity, you need to separate parts of your enterprise into
cohesive, self-sufficient business capabilities that own their processes and
systems, and have authority to change these if necessary. This provides a basis
for Capability-Based Planning as a strategic approach to change.

20
 Business management

Strategic Fiscal & accounting Risk & compliance Performance

management management management management

Product management Marketing Sales and Distribution Customer care

Digital customer
Distribution channel Customer relation
Product definition Market development Customer service management
management management

Digital channel
Campaign Service channel Customer data management
Product engineering Sales execution
management management management

Asset management Money management Claim management

Data-driven insurance
Investment
Investment strategy Banking Accounts Contract lifecycle
performance Claim settlement
management management management management
management Data acquisition

Investment portfolio Asset inventory Cash flow Money market Contract

Claim administration Data analysis
management maintenance management management administration

Business support

Organizational Process
HR Management Office management Facility management IT management
development management

Capability map of an insurance company, highlighting new strategic capabilities (green) and underperforming ones (pink).

21
 Innovate
To stay ahead in today’s volatile business environment and outperform your
competitors, you have to innovate constantly. New technologies, especially in
the digital world, offer a continuous stream of opportunities, so you have to be
ready to understand their potential and reap their benefits.

To foster growth and innovation, you need optimal capital allocation. Budgets
are scarce, so where do you invest? Larger and more ‘traditional’ organizations
in particular struggle with this. They have a legacy landscape that requires
constant attention. But spending all your budget on keeping the lights on will
squeeze out any innovation.

You should create a sound balance between different categories of change, and
know what their impact is on your strategic goals. Sustaining your business-
as-usual, improving your current capabilities, or developing entirely new ones
all require specific criteria for investing in change.

22
“ You will only innovate when

”
you try something new

23
 There are several techniques available that help you to find opportunities for
innovation, identify the requisite changes and execute your strategy. These
techniques should cover both your organization and the ecosystem in which
it operates.

The Business Model Canvas is a useful technique for developing new and
innovative business models. What is your value proposition for different
customer segments, who are your key partners, what are the revenue streams
and which key activities and resources do you need?

Methods such as Capability-Based Planning help you define how such business
models should be implemented. What does your organization need to be able
to do this? Linking these capabilities to your enterprise architecture shows you
what the potential benefits of innovations are and what the implementation
effort is. Portfolio Management, in turn, helps you with the metrics and
dashboards to compare and decide on the requisite investments.

Together, these disciplines provide a clear line-of-sight across the enterprise.

By working in concert, they ensure rapid implementation of those innovations
that provide real business value.

24
Business model canvas
Key partners Key activities Value propositions Customer relationships Customer segments
Attracting and
registering new Personal assistance in
customers policy customization

Updating and Automobile Expertise in claim

maintaining existing insurance for assessment Households
customers individuals
Banks Speed in claim
Closing accounts of
handling
customers that leave
Automobile
Single-
insurance for Expertise in
Automobile employee
Handling claims businesses damage assessment
repair shops businesses

Key resources Channels

Stabke Businesses
Car rental Front office TV
financial Loyal under 50
companies
capital customer employees
Constant base
Web Radio
Advertising customer Skilled and
contributions Businesses
outlets knowledgeable
Telephone Newspapers under 500
Excellent staff
employees
reputation
Good Office Billboards
E-mail
organizational equipment
values and Internet
culture Postal mail
Cost structure Revenue streams

Utilities Marketing
Salaries Car pool
cost
Households Single-employee Businesses under
Other Businesses under
Devices + contributions businesses 50 employees
500 employees
Rent office Partner contributions contributions
Claims contributions
supplies fees

The Business Model Canvas: http://www.businessmodelgeneration.com/canvas

Business model of an insurance company, expressed in the Business Model Canvas.

25
 Collaborate
Successful change is all about people. Organizations are social entities, where
motivated, knowledgeable, well-trained and creative employees make the
difference. However, in many organizations the real power of this workforce is poorly
utilized. Poor communication, no clear vision, wrong decisions, bad collaboration
and failed projects cause energy to leak away.

The complexity of today’s enterprises requires the input of many disciplines in

designing and deciding on the future of the organization. For successful change
you need the involvement and talent of all people. Management gives direction;
architects, business analysts, process designers, marketers and software developers
support the process of change; and the people in the primary operations, with
profound knowledge of the process, are often the most important, making change
actually happen!

In the complex structures of today’s enterprises, optimal collaboration is not easy.

People should leave their silos behind and broaden their scope. Avoiding local
optimization requires one collective goal for all, a North star, to align activities.

26
 

“ Collaborate on your

”
shared goals

27
 Good collaboration also requires the availability and sharing of integral
information on strategy, products, services, processes, organization,
architectures, infrastructures, ecosystems, et cetera. These fact-based insights
create certainty, and certainty enables your people to make clear decisions
across the many disciplines in your organization.

Also the way customers value your organization is changing. Just delivering good
products or services is par for the course; today it is all about offering seamless
and engaging experiences. These experiences are increasingly delivered by
organizations as part of larger networks. This means that collaboration does
not stop at the boundaries of your organization.

The adaptive enterprise requires insight and collaboration across your whole
value network, including suppliers, partners and customers. Instruments
like Customer Journey Mapping can support your organization in improving
collaboration and optimizing the customer experience.

28
 Awareness Research Choice Reduction Purchase
  1 weeks 3 weeks 1 weeks 1 days

Goal Your prospects begin by Your prospects are investi- Your prospects are Your prospects turn into
just learning about the gating their options and deciding what the best customers
health plan options. looking at your competiti- options are.
on as well.

Employer Site

Health Insurer Site

Social Media

Friends and Family

Experiences

Satisfaction Importance Effort

Feeling

Customer Journey Map for buying health insurance.

29
 Accelerate
Change will never be as slow again as it is today. The ever increasing speed of
change has an enormous impact on your organization. The only way to deal
with this is to embrace change as a way of life.

This means you need to change the way you change. The adaptive enterprise
uses a short-cyclic change approach. When speed is key, you experiment
to learn quickly what works, try it out in practice, roll it out, or, if necessary,
abandon it. To innovate, a ‘fail fast’ mentality is essential. But in areas with
high regulatory pressure or business-critical financial risks, you need to adapt
your change processes to the circumstances. Balancing speed and control is
essential in effective change.

If you succeed in this, you can use your agility to outsmart and outpace your
competitors. This is the hallmark of the adaptive enterprise. If you don’t
improve your change capability, you will be left behind by your competitors,
customers will desert you, and your organization will be relegated to the past.
 

30
“ ”
Speed up change

31
 There are different ways to speed up change. An important accelerator is having
data available in a single source of truth. Waiting for various departments to
collect and provide the information you need to assess your options, and make
a decision can be a lengthy process.

Moreover, as we have argued before, integrated models will allow you to

analyze different business scenarios and assess the impact of changes across
the board, before they are implemented. You can test an idea or scenario on
‘scale models’ of your enterprise. What would the impact of it be? Can you
implement it quicker, avoid problems and mitigate risks in advance? Such a
model-based approach to business design reduces risks and avoids costly
rework due to unforeseen side-effects.

If you provide people with the right information and the right authority, they
can move forward without having to wait for someone higher up to reach a
decision. Enabling local decision-making can really speed up change in your
organization.

In the adaptive enterprise, you should constantly look for the right balance
between speed and control. How fast can you go without losing control?

32
 Disruptive trend analysis

Rationalize Evaluate Create business

Disruptive
business opportunities transformation
trend ideation road maps
outcomes and risks

Evaluate opportunities and risks

Having clarity on the business outcome and the high- Evaluate opportunities and risks
level future-state models, enterprise architects are in a Diagnose
position to evaluate the business opportunity, costs,
Risk Profiling
and risks and derivative impacts of undertaking a
project to leverage the technology or trend. The result Benefit profiling
of this phase is a set of opportunity viability proposals Readiness Assessment
that can be presented to senior management for a
decision. PESTEL: Individual customer profiling
Capability value assesment
JTL Finance Business Ecosystem
Action
Opportunity Viability Proposals

Disruptive trend analysis in BiZZdesign Enterprise Studio

33
 Decide
In a complex and turbulent environment, the adaptive enterprise requires
constant, fast decision-making. This includes large, strategic decisions (e.g. on
the development of new products), but also many day-to-day decisions made
at all levels in the organization (e.g. to shift capacity to a different part of a
production process to optimize resource utilization).

Who can make which decisions depends on your control framework. More
freedom might imply a higher risk, since people could make a wrong decision.
However, more control will limit your agility, since decision loops going up the
organizational hierarchy will take more time.

An interesting observation is that management in many organizations feel

uncertain and insecure about current challenging developments. A logical
reflex is to gain control. However, more control will eventually frustrate change.
These organizations might find themselves in a vicious circle.

In the adaptive enterprise decisions are made at the right time, in the right
place, with the right information, by the right people.

34
“ Make wise decisions on all levels

”
of your organization

35
 A model-based approach powerfully supports fact-based decision-making, by
integrating relevant information, analyzing scenarios and investments, making
assessments and logging decisions. If you don’t have the facts, you often need
to go up the hierarchy, because only senior management has the authority to
decide based on their gut feeling.

Providing people with the right information from a single source of truth
facilitates delegated decision-making. We believe people in all levels of the
organization should be provided with a dashboard with exactly the right
information to support local decision-making. This in turn speeds up change
in your organization, since you do not have to wait for decisions to trickle down
from higher up.

Will local decision-making always lead to the best outcomes? Won’t this ever
go wrong? Of course it might. But in a turbulent environment a timely decision
is often more important than the absolute best one. And using models to
support and assess decisions before they are implemented goes a long way
towards preventing mishaps.

36
Applications with the highest costs Applications with the highest strategic value Applications with the least technical value

60.000 euro 10 4 (low)

Spector360 € 82413.00 Que$tor 20 WinConsyst 2.81 (low)

CoolSoftware € 68222.00 CoolSoftware 20 Kofax Capture 3.19 (low)

Spector360 20 IPASS 3.38 (low)

DynamicPolicy € 66455.00
PROSIM2 20 Adobe Photoshop Elements 3.38 (low)
WarwickICSystems € 64999.00 Fekete 20 OnStrategy 3.44 (low)

IP € 63297.00 MS Project 16 CollaborateMD PMS - billing 3.50 (low)

BDS Online Backup € 62828.00 IPASS 16 Docman 3.63 (low)

GasPal 16 Beaufort 3.63 (low)

IPASS € 61189.00
GIS 16 MindMapper 3.69 (low)
Que$tor € 60763.00
DINO-lic 16 GIS 3.81 (low)
Adobe Photoshop Elements € 60109.00 Crystal Ball 16 Petrel 3.88 (low)

0 25000 50000 75000 100000 0 10 20 30 40 50 0.00 2.00 4.00 6.00 8.00 10.00

Application costs Strategic value applications Technical value

TIME analysis Cost overview

Legend
Application costs
Spector360
Threshold Legend

1
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413
€ 5235
1 Adobe Photoshop Elements
BDS Online Backup

37

€ 82
9 2 BDS Online Backup
Que$tor

26
3 Beaufort

€5
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68
15 Beaufort
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Tolerate Invest 5
€5 DINO-lic
7 6 Express Invoice - billing London
PROSIM2
7 Fekete
Technical value

8 FileTrack
6 € 6282
5
8 FileTrack € 5345
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5 14 IPResource
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6 Petrel
Petrel
11
€ 5442
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11 12 Que$tor 763
3 Fekete
1 13 RokDoc
3 €5
Eliminate Migrate 14 Spector360 €
60
75
62
2 10
9

€5

€5
€ 59389
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Dashboard to support decisions

37
 Control
Whether you are in banking, insurance, government, retail, pharmaceutical, or
another industry, regulatory compliance is an increasingly important factor to
consider with regards to change. Many companies in finance spend the majority
of their change budget on compliance-related issues. Moreover, cyber-risks
pose an increasing threat to your business. Add to that the enormous number
of external dependencies of a modern enterprise.

Speed of change is important, but you also have to stay in control, ensure
compliance, and manage the risks involved with change. The only way to do
this is to ensure transparency. Regulatory authorities demand to know your
contingency plans; risk analyses require a cross-cutting view of your entire
enterprise; and the impact of change needs to be known and managed.

This need for control should not stifle innovation. Not changing is not an
option. Rather, you should provide clear guidelines and boundaries, so that
autonomous groups within their local scope may make their own decisions
and execute change within these limits. And since change may and will happen
concurrently in many places, you need to ensure enterprise-wide coordination
between these local developments.
38
 

“ Keep a sharp eye on change in

”
your organization

39
 The basis for control is insight. Having a coherent overview of your enterprise is
a great help. Ensuring compliance becomes that much easier when you know
where you have to look.

Again, models are of great value, and help you to provide insight, support
enterprise-wide risk analyses, and ensure and prove that your organization
operates within the applicable regulatory frameworks. Models can offer
an integral vision on the protection of your valuable business, information,
application and technology assets.

Traditional IT security and risk management approaches are no longer

sufficient. Complex risk scenarios need to be linked to strategy, the business
model, enterprise architecture, business processes and applications. This
requires a sound approach for Enterprise Risk & Security Management.

Model-based analysis of threats and vulnerabilities enables you to identify

and assess risks, see how these spread across your organization and its IT, and
shows where you should put controls in place to mitigate these risks. This
supports strategic risk management and “Security By Design”.

40
 Insecure Legend
Weak encryption Weak vulnerability level
transmission
of customer data authentication
channel 2. low
Authorized
3. medium
employee
5. very high

Vuln Vuln Vuln

Data entry «Asset»

application Customer data
«Asset»
Customer data Encrypted
transmission data
records

Vulnerability Heat Map

Legend
5
1 Insecure transmission channel
very high very high very high high medium 2 Weak authentication
3 Weak encryption of customer data
4

very high very high high medium low

threat capability

very2high high medium low very low

2

high medium low very low very low

1
3
medium
1 low very low very low very low
0
0 1 2 3 4 5

control strength

Risk analysis, showing vulnerabilities in the IT landscape, and a heatmap of threats vs. controls.

41
 Digitize your change capability
We believe in the power of software. In today’s digital age, it is necessary to
handle and utilize IT effectively to digitize your daily operations.

More and more organizations use specialized software to support them

in bringing the right information together, for the right people, at the right
time, presented in the right way. Software on its own does not make your
organization more adaptive, but it is an essential instrument in handling large
amounts of information, making well-informed decisions, and executing
change more effectively. Collaborative business design software is a key enabler
for the adaptive enterprise.

A software platform can support you in:

ƒƒ Aligning strategy, people, processes and technology
ƒƒ Handling large amounts of data
ƒƒ Performing powerful analyses
ƒƒ Visualizing and communicating information
ƒƒ Supporting fact-based decision-making

42
“ View all facets of change from a
 

single source of truth, by digitizing

your change capability
”

43
 Instead of organizing several meetings and sending hundreds of e-mails,
collaborative business design software supports teams across disciplines to
use shared models and combine information from different sources to create
an integrated view on change. Different views of this information apply to
different groups of users, all from a single source of truth.

Powerful software support enables you to quickly analyze your current situation,
and effectively test and plan changes. This simplifies decision-making, lowers
the risk of failure, and speeds up innovation.

In today’s digital age, it is all about speed and effectively using IT to digitize
your daily operations. Why not use this same power of software to digitize your
change capabilities?

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SCN01 Scenario Overview
Object Capabilities Required Capability Risk Implementation Risk InfoSec Risk
Scenario A - In-house 7 very high very high medium
Scenario B - External Partner 4 high high very high

SCN02 Cost and Revenue Comparison

Legend
Cost
Scenario A - In-house Revenue

Scenario B - External Partner

0 200000 400000 600000 800000 1000000

Cost

SCN03 Impact Comparison

Applications
Legend
3
Scenario A - In-house
Scenario B - External Partner
2

Process Capabilities
1

People Information

Description

Comparing alternative scenarios in BiZZdesign Enterprise Studio

45
 Conclusion
As we have argued in this book, in today’s turbulent business environment
enterprises need to become much more adaptive. Change is the new normal
and only the organizations that embrace it as a way of life will survive.

Traditional, hierarchical change processes cannot keep up with the pace

required. This new approach to change means bringing together people from
many different disciplines and departments, and delegating decision-making
to the appropriate levels of the organization. These people need to have the
right information to make the right decisions.

A model-based approach, facilitated by a collaborative business design

platform, can play an important role. In a world where many different questions
need to be answered at speed, and where all answers are connected, software
has the power to provide instant insight in the truth. It allows you to assess
opportunities and effects before you implement a change, reducing risk and
ensuring control. Implementing such a new approach to change is in itself a
major change, but BiZZdesign is here to help you.

Think big, act small, start now!

46
About the authors
Marc Lankhorst is managing consultant and
product strategist at BiZZdesign. He is responsible
for BiZZdesign’s vision, market development, and
consulting and coaching on digital business design
and enterprise architecture. He also writes and speaks
extensively about the ArchiMate® modeling language
for enterprise architecture, the Open Group standard
of which he managed the development.

Peter Matthijssen is managing consultant and global

marketing manager at BiZZdesign. With over 15 years of
experience in the field, he helps organizations to work
smarter and cope with the change challenges they face.
Peter is the author of numerous books and publications
on BPM, Architecture and Lean management. He
speaks on a regular basis at conferences around the
globe about business design and change.

47
 About BiZZdesign
BiZZdesign is a software company that provides an advanced platform for
planning, tracking and executing business change. We are a global organization
with 1000+ customers on six continents, and our own staff in many countries.

We partner with leading consultancies, distributors and resellers to provide our

customers with the best support possible. Our dedication to fulfilling customer
needs is reflected both in our rapid growth and in our long-standing customer
relationships.

Founded in 2000 as a spin-off from an applied R&D institute, we have strong

roots in research and innovation. Our products are based on our expertise on
business design and change. Our field force of consultants provides us with the
latest information on customer needs and market trends. Analysts recognize
us as a market leader with class-leading products.

48
BiZZdesign Enterprise Studio
BiZZdesign Enterprise Studio is the collaborative business design platform that
empowers business change.

Collaboration & repository: A single platform supports cross-functional teams

with shared and integrated models, user-specific roles and rights, and explicit
review and adoption processes. All models and data are stored in a shared
repository, which is easy to set up and maintain.

Presentation & analysis: Powerful views and dashboards provide insight into
benefits, costs, risks, lifecycle, and planning data among others. Automatic
view generation helps you assess impact of change across the enterprise.
Customized reports can be created at the push of a button.

Usability & customization: Rapid and intuitive modeling and simple dashboard
design let you focus on what is important. Customizable imports and exports
and a powerful scripting environment ensure a seamless integration of
Enterprise Studio into your existing environment.

49
 Frameworks & standards: Enterprise Studio supports many standards,
frameworks and techniques, including the Business Model Canvas for strategy
development, TOGAF® & ArchiMate® for architecture, BPMNTM for business
processes, TDMTM for business logic, UML® & ERD for data modeling, and more.

50
Notes

51
 Notes

52
Organizations have always had to adapt to a changing
world, but the current turbulent environment is more
demanding than ever before. Your organization needs to
innovate faster, on a continuous basis, while staying in
control of risks, budgets and compliance.

In this booklet, we explain our vision on the challenges

of change and control in complex enterprises, and
introduce a set of key capabilities for the adaptive
enterprise. These capabilities will help your organization
to embrace change as a way of life.

www.bizzdesign.com

© BiZZdesign 2016
ISBN: 978-90-79240-21-0