When I pulled the Superior Business Analysis ‘Organisational Model’ together, I spent a lot of time dithering over its name.
Did an ‘organisational model’ sound too much like an organisational chart full of people and positions? And what were the alternative names I could use?
I have a tendency to create frameworks everywhere and ‘framework’ was the first choice. (In fact this started off as the Policy Management Framework within AREABA.) However, frameworks do seem intangible in their very makeup… a floating net of concepts with varying breadth and depth. So ‘framework’ went out of the window.
What about a ‘pyramid’? I thought it was important to include a pyramid backing on the model as every organisation does have a hierarchy, not only in terms of the business goals driving process (in theory) but also with the head of the organisation (eg a chief executive officer) being responsible for other employees. These are parallel hierarchies – but the focus of superior business analysis is on the planning concepts and instruments rather than on who has responsibility for them. So calling the model a ‘pyramid’ would be a distraction.
‘Paradigm’ was another choice. It’s one of my favourite words (like ‘framework’… What can I say – I’m a geek!). To see an organisation, or more broadly – the world, through a paradigm, is to apply a specific lens and use its viewpoint to understand, analyse and organise. Maybe ‘paradigm’ is an apt way of describing the superior business model, but once again it is airy fairy, broad and intangible.
But a ‘model’ – a ‘conceptual model’ – is a replication of reality, a practical and tangible way of documenting what exists. Without the model, the reality – or in this case, the components of an organisation – exist/s, but you have to use your imagination and stretch your brain to accommodate and understand it all. And of course each person will imagine it differently. A model is about putting down on paper complex objects and relationships that exist so they can be analysed and improved consistently.
So this is why we are exploring the superior business analysis model, rather than the superior business analysis framework, pyramid or paradigm.
- business goals, principles and constraints;
- business rules, and internal policies and standards;
- business processes and procedures;
- performance reporting data; and
- performance metrics.
However in many organisations they will not be understood, documented, or connected.
And this is where the conceptual model comes in. It defines the elements and the traceability between them… It’s up to the organisations themselves to tailor each element to their needs.
For the next few months we will be working through each object in this model and working out what makes them tick. I’m itching to get started!
The aim of the model: To document the key organisational concepts and relationships (eg business goals, policies, rules, processes and continuous improvement mechanisms) so they can be analysed and improved – not just imagined.
The content of this model: Stay tuned… this is what we’ll be exploring over the next few months!
What do you think?
Can there be one such model that applies to every organisation? And are there any specific models / frameworks / paradigms that should be taken into account when designing the ‘perfect’ model?