Aldo Ambrosio

The business capability model describes what the business does from a pure business perspective. It shows the overarching needs of an enterprise to perform its core functions. In practical terms, it is a list of enterprise abilities to operate the day-to-day business as well as to grow, adapt, and acquire a competitive advantage. These building blocks support the enterprise’s strategy by enabling the execution of the business model(s).

An intelligent supply chain connects people with processes and things to enable visibility, communication, planning, analysis, simulations, and execution. These processes are orchestrated across the different functions based on real-time inputs and requirements coming from connected assets and products through IoT infrastructure.

Another important dimension, which drills through one specific capability, is integrated business planning. This capability translates strategy down to operations through the enterprise architecture.

McKinsey research has pointed out that global goods trade has been declining for years, while services trade is going in the opposite direction. The research also points out that across different types of value chains, more value is coming from services. The software industry has led this trend for several years, enabled by the creation of cloud business models. Design, intellectual property, marketing, and aftersales services are well-established offerings. We have now seen distribution… Show more

McKinsey research has pointed out that global goods trade has been declining for years, while services trade is going in the opposite direction. The research also points out that across different types of value chains, more value is coming from services. The software industry has led this trend for several years, enabled by the creation of cloud business models. Design, intellectual property, marketing, and aftersales services are well-established offerings. We have now seen distribution, warehousing, transportation, and other functions moving out of organizations to become specialized service providers. Show less

Part 3 of the 3-part “Strategy and Enterprise Architecture” series that explores the link connecting strategy and business models to enterprise architecture and the underlying technology that executes the strategy. Understanding this link enables companies to align resources, people, and processes to transform themselves in response to market dynamics and maintain a competitive edge.

In Part 1 of this series, we reviewed business strategy and concluded that any strategy exercise must be… Show more

Part 3 of the 3-part “Strategy and Enterprise Architecture” series that explores the link connecting strategy and business models to enterprise architecture and the underlying technology that executes the strategy. Understanding this link enables companies to align resources, people, and processes to transform themselves in response to market dynamics and maintain a competitive edge.

In Part 1 of this series, we reviewed business strategy and concluded that any strategy exercise must be carried out taking into consideration the company’s business model. Show less

Part 2 of the 3-part “Strategy and Enterprise Architecture” series that explores the link connecting strategy and business models to enterprise architecture and the underlying technology that executes the strategy. Understanding this link enables companies to align resources, people, and processes to transform themselves in response to market dynamics and maintain a competitive edge.

Part 1 of the 3-part “Strategy and Enterprise Architecture” series that explores the link connecting strategy and business models to enterprise architecture and the underlying technology that executes the strategy. Understanding this link enables companies to align resources, people, and processes to transform themselves in response to market dynamics and maintain a competitive edge.