Small and medium enterprises (SMEs) account for a large fraction of greenhouse-gas emissions (GHGs) from the business sector. But although most SMEs undoubtedly want to “do the right thing” and cut those emissions, few have the resources to devote to understanding the issue as it relates to their own case, let…

My last post noted that hypothesis-testing is recommended as a scientific and efficient method for developing strategy – or maybe figuring out what’s going wrong. But that post also showed how it is not as efficient or reliable as is claimed. I also explained that, in business cases, we are…

My last post “Get buy-in with the Pyramid Principle” explained a process to win support for important conclusions or recommendations … start with the key recommendation, or issue you want agreed summarise the key insights that lead to this recommendation then only explain any supporting analysis that audience questions call…

McKinsey reports on the increasingly strategic role that CFOs, but that needs dynamic business models.

Most executives probably think of “process models” to capture how a business works. These descriptive models lay out what is done to the things in the system. Dynamic models, define and quantify those things themselves, and show how their scale changes over time – with considerable benefits over proce3ss models.

“Enterprise Architectures” (EAs) have long provided a solid basis for developing organizations’ IT strategies and plans.
BUT, the business architectures on which the whole EA effort depends are typically descriptive and qualitative. Dynamic business models, in contrast, are quantified, working “digital twins” that play out how the business actually functions.
dynamic business models can add a stronger foundation for EA efforts.