Business Models

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Business is the Only "Thing" - Business Semantics and the Internet of Things - V 2.1

Bell Telephone Switchboard Operators, 1943, USA (Courtesy, Wikipedia and US National Archives)

Do you want to enter the business of selling telephone switches?

Probably not. The telephone switch business is super competitive and very low margin.

But the telephone switch business is a pretty good analogy to what your Internet of Things business could be, if you get it wrong.

And you can get your new Internet of Things business model wrong if you think that all you need to do is connect M2M ("machine-to-machine") edge devices to decision makers -- without providing any business value add in the middle.

Without applying your domain knowledge, captured through business analysis, you're at the mercy of a rapidly commoditizing business of selling sensors, wires, wireless and connectivity. And this warning applies to both vendors and business users. The real value of Internet of Things programs is achieved when hard-won domain knowledge enables the addition of value between edge device and centre. Without that "value-add-in-the-middle", again, you've just built a telephone switch. . . . read more

Magical Thinking A Stumbling Block For Business Process Champions

The promise of BPM technology is only realized within the context of traditional management skills and discipline.  Ironically, it is an erroneous common pattern of “magical thinking” that impedes success in both traditional- and new "BPM technology"-enabled management environments.

Intervention Warning Against Overselling BPM Technology

On a discussion hosted by the BP Group on LinkedIn, member Mr. Ajit Kapoor has made an excellent intervention in this discussion.  Our root discussion concerns an “experimental BPM technology sales pitch” which posited that “for the first time in history, we have a technology that is explicitly about taking your vision about how your business operates, and building tools that directly make it possible to run your business, according to that vision."

Specifically Mr. Kapoor has articulated a powerful position that new technologies such as BPM software should not be pitched as "nirvana".  And his riposte comes with powerful credibility based on his achievements and career.

. . . read more

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