I’m nearly 6 months into this blog and thought the time had come to do a recap on the Superior Business Analysis Organisational Model in its entirety and revisit what it is all about. So… last weekend I spent a chunk of time reviewing this site and updating the summary of the model – the crux of this blog.
Maybe this is a lazy post (because it is Easter after all!), but this week my readers have a choice. Either you can check out my updated home page at www.superiorbusinessanalysis.com , or you can continue on in this post where I’ve pasted the same material! Either way, I hope it gives you some new ideas on organisational improvement and I hope to hear your thoughts on it too.
Happy chocolate eating and happy reading too!
The ability to analyse the effectiveness and operations of an organisation is a skill that can be cultivated by anyone.
I define business analysis as “the practice of ensuring an organisation achieves its business goals in an efficient, cost effective and appropriate way”. In that vein, anyone wishing to add value to the role they are in and the organisation they work for should probably look to develop their skills in this area.
However, to undertake superior business analysis, I believe that it is useful to have a framework in mind for what makes a healthy organisation– in the same way that a superior doctor has a very clear understanding of what a healthy body is.
Superior business analysts and doctors know:
- What organs are needed,
- How these organs interact,
- What the organs look like,
- How you can check the organs are working, and
- How you fix them when they are sick.
Of course, for most readers it will be the last of these dot points which is of most interest, although it is the other dot points that provide the solution. Many organisations are broken – they struggle to align and implement strategy at an operational level and to measure how well they are achieving their aims. It is all very well one person within an organisation having an exceptional understanding of how it all fits together – the challenge is how to fix the organisation itself.
So this blog provides and explores a practical model for creating and maintaining a healthy, successful organisation, one that achieves its potential in an efficient, cost effective and appropriate way. It provides a model not only for analysing and understanding how an organisation fits together, but also for establishing best-practice organisational management in government agencies, private corporations and not-for-profit organisations.
In addition to presenting a way of enabling traceability between an organisation’s goals, policies and procedures, the model (shown below) depicts how success against business goals can be measured and used to continuously and tangibly improve the organisation. With each post we are progressively covering the why, what, how and where of each part of the model and trying to have some fun with new ideas along the way.
To bring a further practicality to the Organisation Model, I am also exploring a supporting model (shown below) which goes a step further by represent the physical deliverables – and the traceability between them – that is required to fully implement the Superior Business Analysis Organisational Model. Most of an organisation’s activities will be able to be traced back to its business goals, principles and constraints. Therefore the best way to ensure rigour and alignment of these activities with the business goals, is to operationalise them through written policies, business rules, processes and procedures; and to measure their performance against the relevant performance metrics.
I believe this model – and its supporting model of physical deliverables – has universal application to any organisation, and so I do try to keep my thoughts on ‘organisations’ generic. However I must admit to a personal interest in the public sector, so some posts will have more of a government focus.
Most models will evolve over time as our knowledge grows, and this one is no exception. I’m all about continuous improvement and so any comments about this model and the posts that explore it would be very much appreciated and will assist in further refinements.
What do you think?
Is this a model that would be useful in your organisation? Is there anything missing?