By Thomas Frisendal

​This booklet undertakes to marry the strategies of "Concept Mapping" with a "Design pondering" technique within the context of commercial research. whereas long ago loads of cognizance has been paid to the enterprise strategy part, this publication now focusses details caliber and valuation, grasp information and hierarchy administration, enterprise principles automation and company semantics as examples for company innovation possibilities. The e-book exhibits tips to take "Business inspiration Maps" additional as info types for brand new IT paradigms. In a manner this books redefines and extends company research in the direction of ideas that may be defined as enterprise synthesis or enterprise improvement. enterprise modellers, analysts and controllers, in addition to firm details architects, will enjoy the intuitive modelling and designing process provided during this publication. The pragmatic and agile tools provided may be without delay utilized to enhance the best way firms deal with their enterprise thoughts and their relationships.

"This ebook is a brilliant contribution to the data administration group. It combines a theoretical beginning with useful tools for facing vital difficulties. this can be infrequent and intensely worthwhile. Conceptual versions that converse enterprise truth successfully require some extent of artistic mind's eye. As such, they mix the result of enterprise research with conversation layout, as is broadly lined during this book."

Dr. Malcolm Chisholm, President at Inc.

“Truly knowing company standards has constantly been a tremendous stumbling block in enterprise intelligence (BI) tasks. during this publication, Thomas Frisendal introduces a strong technique—business inspiration mapping—that creates a digital mind-meld among company clients and enterprise analysts. Frisendal does an excellent explaining and demonstrating how this instrument can enhance the result of BI and different improvement initiatives ."

Wayne Eckerson, govt director, BI management Forum

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There could be useful information about concepts and relationships in the texts on screens and reports, and there could also be good information in the documentation (user guides and such). However, consider these factors: • The application is a standard system – some of the concepts are not quite as we understand them in our company • The documentation is out of date • We do not use the application in the way it was originally intended to be used by its designers – one example could be that we only use certain parts of it, and in “novel” ways So you will have to be careful here.

But they belong to the business management, not to us. Think in the context of “business objects”, “actors”, “events” and “measures”. Together they look like this: Perspective What? Where? When? Who? How much? Explanation The “business objects”; be they physical or abstract. May represent “things” you can kick and may also represent business events Essentially another variety of business objects Time and calendars in numerous disguises. Essentially also specialized business objects The “actors” of the business model expressed on the business object level, not the individual level The “measures” which are necessary to conduct the business and to manage and control it Examples Sales order, product, city, customer, invoice, financial statement, budget, all kinds of “Things” City, branch, department, address Year, day, fiscal year, time of day and so forth Customer, authority, business partner, vendor, employee and so forth Invoice line, amounts, volumes, machine hours etc.

And then you probably should draw nine more – One for each building block of your business model. Keep them all as one-pagers. 2 How to Identify Business Concepts 45 You will be pleasantly surprised of the kind of overview and control that those ten diagrams bring to the house. Don’t leave home without them! 2 How to Identify Business Concepts As most people are aware, the key questions in most situations are: What? Where? When? Who? How? Why? And last, but not least: How much? “How” can be broken down into two separate issues: • How to do it?

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