Intrenion

Taxonomies

Taxonomies

4 Ps

  • Profit
  • Peace
  • Pride
  • Pleasure

Ultimate taxonomy (SIMP5C7DIKLDMSSA)

  • Strategy
  • Innovation
  • Metrics
  • Process
  • Product
  • Project
  • Program
  • Portfolio
  • Culture
  • Command
  • Control
  • Communication
  • Collaboration
  • Cooperation
  • Coordination
  • Change
  • Data
  • Information
  • Knowledge
  • Learning
  • Documentation
  • Modularization
  • Systematization
  • Standardization
  • Automation

Pitch

  • Problem
  • Significance
  • Solution
  • Feasibility
  • Effectivity
  • Disadvantages/Risks/Mitigation

Intrenion categories

  • Strategy & Innovation
  • C5IKL
  • People & Resources
  • Product & Development
  • Service & Delivery
  • Marketing & Sales
  • Finance
  • Sourcing & Procurement
  • Technology & Infrastructure
  • Risk, Security, Continuity
  • Data & Metrics
  • Portfolio, Programs, Projects
  • Organizational Change

Business strategy framework 3

  • Economic logic: How will returns be obtained?
    • Lowest costs through scale advantage?
    • Lowest costs through scope and replication advantages?
    • Premium prices due to proprietary product features?
    • Premium prices due to unmatchable services?
  • Arenas: Where will be active?
    • Which product categories?
    • Which channels?
    • Which market segments?
    • Which geographic areas?
    • Which core technologies?
    • Which value creation stages?
  • Vehicles: How will we get there?
    • Internal development?
    • Joint venture?
    • Strategic alliances?
    • Licensing?
    • Franchising?
    • Mergers & acquisitions?
  • Differentiators: How will we win?
    • Image?
    • Customization?
    • Price?
    • Styling?
    • Reliability?
    • Speed to market?
  • Staging: What will be our speed and sequence of moves?
    • Speed of expansion?
    • Sequence of initiatives?
    • Interval between events?

Business model framework

  • Opportunity space
    • Customer
    • Users
  • Value proposition
    • Reach
    • Engagement
  • Capabilities
    • Costs
    • Revenues

Strategy framework 2

  • Strategic Position
    • Environment
    • Purpose
    • Culture
    • Capability
  • Strategic Choices
    • Business
    • International
    • Acquisition & Alliances
    • Innovation
    • Corporate
  • Strategy in Action
    • Evaluation
    • Organization
    • Pracitces
    • Change
    • Processes

Strategy framework 1

  • Vision
  • Mission
  • Objectives
  • Strategies

Strategic five questions

  1. Winning aspiration?
  2. Where will we play?
  3. How will we win?
  4. Capabilities needed?
  5. Management systems required?

Strategy model

  • Framework
  • Structure
  • Governance

Ansoff matrix

  • Existing Products, Existing Markets: Market Penetration Strategy
  • New Products, Existing Markets: Product Development Strategy
  • Existing Products, New Markets; Market Development Strategy
  • New Products, New Markets: Diversification Strategy

Führungsprozess der Bundeswehr (DE)

  1. Lagefeststellung
    1. übergeordnete Führung
    2. eigene Beobachtungen
    3. Nachbarn, Verbündete
    4. andere militärische Dienststellen
    5. zivile Dienststellen, Bevölkerung
  2. Planung
    1. Beurteilung der Lage
    2. Entschluss
    3. Plan
  3. Befehlsgebung
  4. Kontrolle

PESTEL

  1. Politics
    • Government policy
    • Political stability
    • Corruption
    • Tax policy
    • Labor law
    • Trade restrictions
  2. Economy
    • Economic growth
    • Exchange rate
    • Interest rate
    • Inflation rate
    • Disposable income
    • Unemployment rate
  3. Socio-culture
    • Population growth
    • Age distribution
    • Career attitudes
    • Safety emphasis
    • Health conscoiousness
    • Lifestyle attitudes
    • Cultural barriers
  4. Technology
    • Technology incentives
    • Level of innovation
    • Automation
    • R&D activity
    • Technological change
    • Technological awareness
  5. Environment
    • Weather
    • Climate
    • Environmental policies
    • Climate change
    • Pressures from NGO's
  6. Legal
    • Discrimination laws
    • Antitrust laws
    • Employment laws
    • Consumer protection laws
    • Copyright and patent laws
    • Health and safety laws

Business best practices

  • See the whole
  • Stimulate collaboration and continual improvement
  • Understand what is doable
  • Think as a customer
  • Analyze to determine what is valuable
  • Get real using examples
  • Avoid waste

Change framework

  • Changes: Need driven transformation)
  • Solution: Specific option to meet a need)
  • Context: Circumstances surrounding the change)
  • Value: Worth of something to a stakeholder
  • Stakeholders: Are related to change, need, or solution
  • Needs: Issue or chance

SWOT

  1. Strengths
  2. Weaknesses
  3. Opportunities
  4. Threats

Basic business planning

  1. Purpose
  2. Values
  3. Vision
  4. Goals
  5. Challenges
  6. Perceptions
  7. Insights
  8. Strategy

Consulting process model 2

  1. Preparation
    1. Align objectives
      1. Organizational objectives
      2. Communications objectives
    2. Plan, set targets & other inputs
      1. Target audience
      2. Strategy
  2. Implementation
    1. Implement
      1. Activity
  3. Measurements & Insights
    1. Measure activity
      1. Output
    2. Audience response & effects
      1. Out-takes
      2. Outcomes
    3. Organizational & stakeholder effects
      1. Impact

Consulting process model 1

  1. Initiation
    1. Reason for change
    2. Solicit sponsorship
    3. Evaluate infrastructure
    4. Envision future state
  2. Diagnosis
    1. Propose recommendations
  3. Establishing
    1. Prioritize
    2. Determine approach
    3. Devise action plan
  4. Acting
    1. Formulate solutions
    2. Shortlist & test solution
    3. Refine solution
    4. Apply solution
  5. Learning
    1. Analysis
    2. Propose future action plan

Process management 2

  • Strategy
    • Business Strategy: We want a new printer in the home market segment
    • BPM Process Management: What processes and projects do I require?
    • BPM Change Program: What are the objectives for the organization?
    • BPM Financial Management: What is the ROI and cost of this new printer?
  • Design
    • Business Management: What are the specifications and logistical requirements?
    • BPM Design: How should the process design look like?
    • BPM Organizational Design: How should design the new organization?
    • BPM Quality Management: How can I improve the logistical infrastructure?
  • Implementation
    • Business Transformation: How should I change the distribution centers and lostical concepts?
    • How should I configure the ICT applications and processes?
    • BPM Change Management: Does the organization accept the new organization structure?
    • BPM Knowledge Management: Does everybody understand the applications and processes?
  • Controlling
    • Communications Management: Where can I find information of the printer and responsibilities?
    • BPM Support Management: How can I daily support the BPM applications and process?
    • BPM Governance: How can I manage standards and responsibilities?
    • BPM Change Management: Does the new printer and BPM reaches the objective?

Process management 1

  • Strategic Alignment
    • Process Improvement Planning
    • Strategy & Process Capability Linkage
    • Enterprise Process Architecture
    • Process Measures
    • Process Customers & Stakeholders
  • Governance
    • Process Management Decision Making
    • Process Roles and Responsibilities
    • Process Metrics & Performance Linkage
    • Process Related Standards
    • Process Management Compliance
  • Methods
    • Process Design & Modelling
    • Process Implementation & Execution
    • Process Monitoring & Control
    • Process Improvement & Innovation
    • Process Program & Project Management
  • Information Technology
    • Process Design & Modelling
    • Process Implementation & Execution
    • Process Monitoring & Control
    • Process Improvement & Innovation
    • Process Program & Project Management
  • People
    • Process Skills & Expertise
    • Process Management Knowledge
    • Process Education
    • Process Collaboration
    • Process Management Leaders
  • Culture
    • Responsiveness to Process Change
    • Process Values & Beliefs
    • Process Attitudes & Behaviours
    • Leadership Attention to Process
    • Process Management Social Networks

Lean Startup

  1. Ideas
  2. Build
  3. Code
  4. Measure
  5. Data
  6. Learn

Presentation message purpose

  • To inform
  • To entertain
  • To persuade
  • To inspire

Learning

  1. Remembering: Describe • Relate • Tell • Find
  2. Understanding: Discuss • Outline • Explain • Predict
  3. Applying: Use • Illustrate • Complete • Solve
  4. Analyzing: Identify • Compare • Explain • Categorize
  5. Evaluating: Decide • Prioritize • Rate • Justify
  6. Creating: Create • Imagine • Design • Plan

Corporate structures

Equipment subdivision

  1. Part
  2. Component / Maintainable Item
  3. Subunit
  4. Equipment unit

Use/Location

  1. Section/System
  2. Plant/Unit
  3. Installation
  4. Business category
  5. Industry

Business model

  • Customer segment
  • Early Adopter
  • Problem
  • Existing Alternatives
  • Solution
  • High-level Concept
  • UVP
  • Unfair Advantage
  • Channels
  • Revenue Stream
  • Cost Structure

Knowledge

  1. Question/Bullet/Row
  2. Sheet/List/Table
  3. Series
  4. Stream
  5. Branch
  6. Collection

Leadership process

  • Vision
  • Mission
  • Stakeholders
  • Situation
  • Intent
  • Objectives
  • Outputs
  • Methodologies
  • Tactics
  • Processes & Tasks

Five Ws

  • Who
  • What
  • When
  • Where
  • Why

Basic approach

  • Why
  • How
  • What

MOST

  • Mission
  • Objectives
  • Strategy
  • Tactics

CATWOE

  • C = Customers
  • A = Actors
  • T = Transformation process
  • W = World View
  • O = Owners
  • E = Environmental constraints

MoSCoW method

  • Must have
  • Should have
  • Could have
  • Won't have (this time)

Online business

  • Content
  • Community
  • Commerce

Everyday's basic

  • People
  • Process
  • Technology

381 Management

  • Befindlichkeitenmanagement
  • Erwartungsmanagement
  • Informationsmanagement

381 Non-culture

  • Befindlichkeiten
  • Intrigen
  • Debatten
  • Faulheit
  • Fehlende Fehlerkultur
  • Selbstzufriedenheit

Consulting basics

  • Governance
  • People
  • Process
  • Technology
  • Data

DIKW

  • Data
  • Information
  • Knowlege
  • Wisdom

Simplification

  • Proposition
  • Price

Content structure

  • Branch
  • Stream
  • Worksheet
  • Header
  • Subheader
  • Keyword
  • Decision

Content - Standard

  • Case (Governance)
  • Financial investment (Governance)
  • Organizational commitment (Governance)
  • Leader (People)
  • Approach (Process)
  • Procedure (Process)
  • Technology (Technology)
  • Measurement

Innovation

  • Ideation
  • Improvement
  • Innovation

SSMA

  • Documentation
  • Systematization
  • Standardization
  • Modularization
  • Automation

Content other

  • Best practices
  • Sharing

Meeting

  • Case
  • Audience
  • Communication
  • Cooperation
  • Collaboration
  • Meetings

People connections

  • Online platforms
  • Offline network
  • Personal connections
  • Online events
  • Offline events
  • Conferences
  • Universites
  • Competitors

People capabilities

  • Personality
  • Knowledge
  • Skills
  • Experience
  • Innovation capability
  • Execution capability
  • Growth mindset

Corporate culture

  • Vision
  • Mission
  • Strategy
  • Operations
  • Leadership
  • Teamwork
  • Coaching / Feedback
  • Mentoring / Sponsoring

COBIT: Process list

  • Govern 01: Governance Framework Setting and Maintenance
  • Govern 02: Benefits Delivery
  • Govern 03: Risk Optimization
  • Govern 04: Resource Optimization
  • Govern 05: Ensured Stakeholder Engagement
  • Plan 01: I&T Management Framework
  • Plan 02: Strategy
  • Plan 03: Enterprise Architecture
  • Plan 04: Innovation
  • Plan 05: Portfolio
  • Plan 06: Budget and Costs
  • Plan 07: Human Resources
  • Plan 08: Relationships
  • Plan 09: Service Agreements
  • Plan 10: Vendors
  • Plan 11: Quality
  • Plan 12: Risk
  • Plan 13: Security
  • Plan 14: Data
  • Build 01: Programs
  • Build 02: Requirements Definition
  • Build 03: Solutions Identification and Build
  • Build 04: Availability and Capacity
  • Build 05: Organizational Change
  • Build 06: IT Changes
  • Build 07: IT Change Acceptance and Transitioning
  • Build 08: Knowledge
  • Build 09: Assets
  • Build 10: Configuration
  • Build 11: Projects
  • Run 01: Operations
  • Run 02: Service Requests and Incidents
  • Run 03: Problems
  • Run 04: Continuity
  • Run 05: Security Services
  • Run 06: Business Process Controls
  • Control 01: Performance and Conformance Monitoring
  • Control 02: System of Internal Control
  • Control 03: Compliance With External Requirements
  • Control 04: Assurance

COBIT: Strategy

  • Growth/Acquisition The enterprise has a focus on growing (revenues)
  • Innovation/Differentiation The enterprise has a focus on offering different and/or innovative products and services to their clients
  • Cost Leadership The enterprise has a focus on short-term cost minimization
  • Client Service/Stability The enterprise has a focus on providing a stable and client-oriented service.

COBIT: Goals

  • Financial Portfolio of competitive products and services
  • Financial Managed business risk
  • Financial Compliance with external laws and regulations
  • Financial Quality of financial information
  • Customer Customer-oriented service culture
  • Customer Business service continuity and availability
  • Customer Quality of management information
  • Internal Optimization of internal business process functionality
  • Internal Optimization of business process costs
  • Internal Staff skills, motivation and productivity
  • Internal Compliance with internal policies
  • Growth Managed digital transformation programs
  • Growth Product and business innovation

COBIT: IT Challenges

  • Frustration between different IT entities across the organization because of a perception of low contribution to business value
  • Frustration between business departments (i.e., the IT customer) and the IT department because of failed initiatives or a perception of low contribution to business value
  • Significant IT related incidents, such as data loss, security breaches, project failure, application errors, etc. linked to IT
  • Service delivery problems by the IT outsourcer(s)
  • Failures to meet IT related regulatory or contractual requirements
  • Regular audit findings or other assessment reports about poor IT performance or reported IT quality or service problems
  • Substantial hidden and rogue IT spending, that is, IT spending by user departments outside the control of the normal IT investment decision mechanisms and approved budgets
  • Duplications or overlaps between various initiatives or other forms of wasting resources
  • Insufficient IT resources, staff with inadequate skills or staff burnout/dissatisfaction
  • IT-enabled changes or projects frequently failing to meet business needs and delivered late or over budget
  • Reluctance by board members, executives or senior management to engage with IT, or lack of committed business sponsors for IT
  • Complex IT operating model and/or unclear decision mechanisms for IT-related decisions
  • Excessively high cost of IT
  • Obstructed or failed implementations of new initiatives or innovations caused by the current IT architecture and system
  • Gap between business and technical knowledge which leads to business users and IT and/or technology specialists speaking different languages
  • Regular issues with data quality and integration of data across various sources
  • High level of end-user computing, creating (among other problems) a lack of oversight and quality control over the applications that are being developed and put in operation
  • Business departments implementing their own information solutions with little or no involvement of the enterprise IT department 88
  • Ignorance and/or noncompliance with security and privacy regulations
  • Inability to exploit new technologies or to innovate using I&T