deeper
GCG Business Partner Technical Strategy and Enablement
© Copyright IBM Corporation 2005
Introduction to Component Business
Modeling
Zhang Wei pu (张为普)
Staff Software Engineer
AP BPTSE, CDL, IBM
zhangwp@cn.ibm.com
GCG Business Partner Technical Strategy and Enablement
© Copyright IBM Corporation 2005
Agenda
Why CBM
How CBM
A Case Study: Engagement Deliverables
GCG Business Partner Technical Strategy and Enablement
© Copyright IBM Corporation 2005
Agenda
On Demand Challenges
External specialization
Internal Specialization
Component Business Modeling (CBM)
GCG Business Partner Technical Strategy and Enablement
© Copyright IBM Corporation 2005
CEO Challenges
CEOs have identified stakeholder challenges and are seeking
solutions that push enterprise performance forward
Source: IBM Business Consulting Services Global CEO Study; IBM Institute for Business Value
Empowered
Customers
Assertive
Employees
Value-Driven
Shareholders
“We will try our best to focus our
organization on outcomes. For this,
we will improve the company's
structure, governance, and
training program.”
— CEO, Financial Services
“A shareholder base with limited
patience means that we need to
deliver quickly, fast and often.”
— CEO, Global Healthcare Company
“We are in progress with fixing our
inflexible and costly structure, which
has been too complex with too
many layers of management.”
— CEO, Consumer Products
“The most critical internal factor is the
quality and dedication of the
people. This is the only factor which
makes a real difference in finding the
path to growth.”
— Regional Director, Electronics
“Our organization is changing to
become customer driven.”
— CEO, International Automotive
“In 2003 we are working on
improving the culture in two issues:
Focus on our customers;
Empowerment of our employees.”
— CEO, Global Financial Services
“Lack of support from shareholders
is a major external force pushing for
change.”
— CEO, International Freight Carrier
“…a barrier is our ability to balance
the needs for strategic change
versus short-term shareholder
results.”
— CEO, International Insurance
“Our culture needs to support our
tight business model and the new
and differentiated products we offer.
It needs to be service and
customer centric…”
— CEO, Global Communications
GCG Business Partner Technical Strategy and Enablement
© Copyright IBM Corporation 2005
The increasingly intense and rapidly changing competitive environment
forces executives to seek a better operating model
Imperatives
CEOs need to make step-changing performance breakthroughs in three critical areas:
Responsiveness
Efficiency
Source: IBM Institute for Business Value
Imperatives of the On Demand Economy
Differentiation
Executive Summary #1
Unstoppable Forces
Darwinistic Competition
Pervasive Globalization
Widespread Digitization
Shifting Regulations
Unpredictable Geopolitics
Empowered Customers seek
Innovative Quality Solutions
Assertive Employees want
Manageable Rewarding Workplaces
Value-Driven Shareholders need
Profitable and Predictable Growth
Demanding Stakeholders
Today’s
Enterprise
On Demand Economy
评论0