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

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

Decide...................................................................................................................................34
Control...................................................................................................................................38
Digitize your change capability......................................................................................42
Conclusions..........................................................................................................................46
About the authors..............................................................................................................47
About BiZZdesign...............................................................................................................48
BiZZdesign Enterprise Studio.........................................................................................49

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.

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 highquality 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.

How does a changing world affect your

enterprise?
The world is changing faster every day. A selection of developments that
organizations are currently facing:

New technologies offer new possibilities

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

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

Average company lifespan (in years)

70
65

60
55

50
45

40
35

30
25

20
15

10
5

1960 1965

1970

1975

1980

1985 1990

1995

2000

2005 2010

2015 2020 2025

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?

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

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

Alibaba,
the most
valuable retailer, has
no inventory

Uber,
the worlds largest
taxi company,
has no fleet

Airbnb,
the worlds largest
accomodation
provider, has
no real estate

Facebook
the most popular
media owner, creates
no content

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

11

The Adaptive Enterprise

In todays hyper-competitive, chaotic market, traditional structures and rules
for change management no longer apply. As Gartner states, all companies
will become digital companies1. 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

sc
ha
ng
e

Change

ou
u
tin
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 isnt 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 dont 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
management

Fiscal & accounting

management

Risk & compliance

management

Performance
management

Product management

Marketing

Sales and Distribution

Product definition

Market development

Distribution channel
management

Customer service

Customer relation
management

Product engineering

Campaign
management

Sales execution

Service channel
management

Customer data
management

Asset management

Customer care

Money management

Claim management

Investment strategy
management

Investment
performance
management

Banking
management

Accounts
management

Contract lifecycle
management

Claim settlement

Investment portfolio
management

Asset inventory
maintenance

Cash flow
management

Money market
management

Contract
administration

Claim administration

Digital customer
management
Digital channel
management

Data-driven insurance
Data acquisition

Data analysis

Business support
Organizational
development

HR Management

Process
management

Office management

Facility management

IT management

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

21

Innovate
To stay ahead in todays 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 businessas-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

Attracting and
registering new
customers
Updating and
maintaining existing
customers
Banks

Closing accounts of
customers that leave

Automobile
repair shops

Handling claims

Automobile
insurance for
individuals

Expertise in claim
assessment

Stabke
financial
capital
Constant
customer
contributions

Advertising
outlets

Excellent
reputation
Good
organizational
values and
culture

Households

Speed in claim
handling
Automobile
insurance for
businesses

Singleemployee
businesses

Expertise in
damage assessment

Key resources
Car rental
companies

Customer segments

Personal assistance in
policy customization

Channels
Loyal
customer
base
Skilled and
knowledgeable
staff

Front office

TV

Web

Radio

Telephone

Office
equipment

E-mail
Postal mail

Cost structure

Businesses
under 50
employees

Businesses
under 500
employees

Newspapers
Billboards
Internet

Revenue streams

Salaries

Utilities
cost

Rent

Devices +
office
supplies

Car pool

Marketing
Other

Claims

Partner
fees

Households
contributions

Single-employee
businesses
contributions

Businesses under
50 employees
contributions

Businesses under
500 employees
contributions

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 todays 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 todays 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

1 weeks

3 weeks

Goal Your prospects begin by

just learning about the
health plan options.

Choice Reduction

Your prospects are investigating their options and

looking at your competition as well.

1 weeks
Your prospects are
deciding what the best
options are.

Purchase
1 days
Your prospects turn into
customers

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 dont
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

Disruptive
trend ideation

Rationalize
business
outcomes

Evaluate
opportunities
and risks

Create business
transformation
road maps

Evaluate opportunities and risks

Having clarity on the business outcome and the highlevel future-state models, enterprise architects are in a
position to evaluate the business opportunity, costs,
and risks and derivative impacts of undertaking a
project to leverage the technology or trend. The result
of this phase is a set of opportunity viability proposals
that can be presented to senior management for a
decision.

Evaluate opportunities and risks

Diagnose
Risk Profiling
Benefit profiling
Readiness Assessment
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 dont 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? Wont 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

60.000 euro

Spector360
CoolSoftware

68222.00

DynamicPolicy
WarwickICSystems

20

Spector360

20

PROSIM2

64999.00

IP

3.38 (low)

Adobe Photoshop Elements

OnStrategy

20

3.44 (low)

MS Project

16

IPASS

16

Docman

3.63 (low)

GasPal

16

Beaufort

3.63 (low)

GIS

16

MindMapper

DINO-lic

16

GIS

Crystal Ball

16

Petrel

Que$tor

60763.00
60109.00

25000

50000

75000

100000

CollaborateMD PMS - billing

10

Application costs

20

30

40

50

3.69 (low)
3.81 (low)
3.88 (low)

0.00

2.00

4.00

6.00

8.00

10.00

Technical value

Cost overview
Legend

Application costs

14

10
11
12
13

Eliminate

14

Migrate

10

992

59389

60

90
8

413

763

0
2

82

37
26
5

6282

Spector360
CoolSoftware
BDS Online Backup
Que$tor
Adobe Photoshop Elements
Beaufort
DINO-lic
PROSIM2
FileTrack
RokDoc
IPResource
Petrel
Express Invoice - billing London
Fekete

60

Threshold

11

3
1

9
12

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68

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13 728

75

5442

5345

Invest

15

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33

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CoolSoftware
DINO-lic
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Fekete
FileTrack
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PROSIM2
Petrel
Que$tor
RokDoc
Spector360

Legend

Threshold

10

Technical value

3.50 (low)

Strategic value applications

TIME analysis

3.38 (low)

63297.00

61189.00

3.19 (low)

IPASS

20

Fekete

2.81 (low)

Kofax Capture

62828.00

IPASS
Adobe Photoshop Elements

4 (low)

WinConsyst

20

CoolSoftware

66455.00

BDS Online Backup

Applications with the least technical value

10

Que$tor

82413.00

10

Application costs

Business value
Risk overview
100

Risk

80

100

100
75

60

75

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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
transmission
channel

Weak encryption
of customer data

Legend

Weak
authentication

vulnerability level
2. low

Authorized
employee

Vuln

3. medium
5. very high

Vuln

Vuln

Data entry
application

Asset
Customer data

Asset
Encrypted
data
records

Customer data
transmission

Vulnerability Heat Map

Legend

very high

very high

very high

high

medium

2
3

threat capability

very high

very high

high

medium

low

very2high

high

medium

low

very low

high

medium

low

very low

very low

low

very low

very low

very low

Insecure transmission channel

Weak authentication
Weak encryption of customer data

1
3

medium
1
0
0

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

42

View all facets of change from a

single source of truth, by digitizing
your change capability

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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 todays 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

very high

very high

medium

Scenario B - External Partner

high

high

very high

SCN02 Cost and Revenue Comparison

Legend
Cost
Revenue

Scenario A - In-house

Scenario B - External Partner

200000

400000

600000

800000

1000000

Cost
SCN03 Impact Comparison
Applications

Legend

Scenario A - In-house
Scenario B - External Partner

Process

Capabilities

People

Information
Description

Comparing alternative scenarios in BiZZdesign Enterprise Studio

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Conclusion
As we have argued in this book, in todays 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!
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About the authors

Marc Lankhorst is managing consultant and
product strategist at BiZZdesign. He is responsible
for BiZZdesigns 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.

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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.

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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.

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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