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Adapting Business Capabilities and 'Value Propositions' to Changes Training Course

Course

In Swindon ()

£ 3,400 VAT inc.

Description

  • Type

    Course

Adapting Business Capabilities and the Value Propositions (Products and Services) to Changes
Objective:
This training course aims at helping business strategists, analysts and product managers understand foundations of the Business Motivation Model and its connections with the Enterprise Architecture and Value Propositions in order to efficiently integrate "value creation and value delivery" from business strategies till the implementation of appropriate products and services.
Attendees will learn during this course how to establish the traceability chain from the strategy plan by assessing impacts of the changes and deciding how to efficiently react to them till updating required capabilities in order to create differentiating products and services (value propositions).
Concepts explained during the course are reinforced by examples, exercises and a case study whose solutions are worked out and presented by groups of attendees.

About this course

There is no special prerequisite for the training. However this course is more dedicated to business strategists, analysts, product managers who already have a previous experience in strategy and/or product development.

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Subjects

  • Motivation
  • Business model

Course programme

Detailed Description :

Introduction

  • Business Architectures (BA) vs. Enterprise Architectures (EA)
  • Core definitions of the Business Motivation Model (BMM), EA with TOGAF® Business Model Canvas/Value Model Canvas

Elements of the Strategy Models to coordinate Operating Elements

  • Expressing Strategic Objectives using the four layers of the Strategy Map / Balanced Score Cards
  • The Business Motivation Model (BMM) : Sources of Change and Assessment of Impacts (Influencers, Assessments, SWOT analysis, Potential Impacts),
  • Deciding on Desired Results : Business vision, goals and objectives,
  • Deciding on Means : Missions, strategies, tactics, business policies and rules until operational business elements (business processes, organisation units, liabilities and assets),
  • How can business strategies be translated into the Motivation Model elements to coordinate capabilities necessary to sustain creation/adaptation of value propositions ?
  • Case Study : Defining Strategies and Translating them into Business Motivation Elements

Building the Capability Map on the basis of Strategies using TOGAF®'s ADM

  • Elements of the TOGAF®'s Architecture Development Method (ADM)
  • Translating Strategies into elements of the ADM Phases establishing appropriate relationships between them,
  • Capability Mapping : Strategy, Customer Faced, Support Capabilities,
  • How to build the Capability Map elements using the Strategy Map Perspectives and the ADM
  • How to check for coherence between elements of the perspectives ?
  • Prototype steps of execution of strategies in order to get feedback and adapt them to operational elements,

Adapting the Value Propositions to Changing Strategies and Capabilities

  • Elements of the Business Model Canvas and Value Model Canvas
  • Positioning Elements of the Business Model Canvas using a "Value Driven" Strategy Map : best practices,
  • Using the Business Model & Value Proposition Canvases to develop and maintain differentiating ‘Products & Services’ on the basis of Market Forces, Strategies & Partnerships
  • Case Study : Adapt 'Value Propositions' provided in the case study to Changing Strategies and Capabilities and check them for coherence and maintainability in face of changes,

Providing strategies and "value propositions" with changes captured on the operational elements

  • Managing changes on goals, strategies, tactics and business rules
  • How to elaborate customer centric and value driven perspectives using the key elements of business performance (strategies, tactics, KPI, key resources, etc...),
  • Adjust Strategies, Policies and Assets till Client/Partner Relationships, Value Propositions and Delivery Channels on the basis of captured changes and risks
  • Case Study : Adapt strategies, tactics, directives and (if needed goals and objectives) of the business plan to changes captured on internal/external influencers. To do this show how the operating model can help to provide feedbacks.

Conclusion

  • Recap on the steps of an efficient Strategy Adaptation and Value Delivery Process
  • Tools that allow connections between the Business Motivation Model and EA in order to coherently adapt enterprise capabilities to changing strategies.

Provided by GooBiz

Additional information

21 hours (usually 3 days including breaks)

Adapting Business Capabilities and 'Value Propositions' to Changes Training Course

£ 3,400 VAT inc.