Contents

1. Business Architect: Core Tasks and Skills

The Tree of Business (see slide)

Inclusive Company

Rapidly Changing Global Scenario

Intellectual Assets – the Major Value Driver in the Modern Economy

Discovering and Building Synergies

Business Architect: Cross-functionally Excellent Business Development Expert

Business Architect: Cross-functional Expertise Requirements

Building Your Cross-functional Excellence (see slide)

Systems Thinking

Process Thinking

80/20 Strategic Thinking (see slide)

Asking Searching Questions

Creative Problem Solving (CPS) Techniques (see slide)

Techniques to Develop Creative Solutions: The Flow of Ideas

Leading Change: 8-Step Process

Making Effective Presentations

Effective Negotiating

2. Balancing Your Business System

Generic Components of a Healthy Company

Success Story: GE – Creating the World's Most Competitive Enterprise (see slide)

Business Model: 6+1 Components (see slide)

Business BLISS: Balance, Leadership, Innovation, Synergy, Speed

Balanced Business System (see slide)

Balancing Dynamic Organizational Dichotomies

Balancing Outside-In and Inside-Out Strategies

The Tao of Effective Management

Management by Consciousness

The Tao of Business Success

8 Best Practices of Successful Companies

Discovering Synergies

The Tao of Customer Value Creation

Success Story: Amazon.com – Creating Customer Value and Competitive Advantage

Building an Effective Value Chain

Leveraging Your Service-Profit Chain

Extended Enterprise

Core Competences

Strategic Alliances

Business Process Outsourcing (BPO)

Virtual Integration: 3 Action Areas

Customer Partnership

Best Practices: Building Successful Business: 10 Rules from Sam Walt

3. Developing Sustainable Growth Strategies

Corporate Vision

Building a High-Growth Business: Tasks at Different Stages

Three Hierarchical Levels of Strategy

Strategy Pyramid vs. Strategy Stretch

Choosing Between Strategy and Opportunity Approach

What Is More Important: Plan or Planning?

Business Evolution and Growth Strategies

GE Multifactor Business Portfolio Matrix

Success Story: Bunsha – Growing Business through Spinouts

Corporate Growth Strategies (see slide)

Resource-based Model of Above-average Returns

Corporate Capabilities

Three Levels of Business Intelligence System

Achieving Bottom-line Results and Top-line Growth (see slide)

Blue Ocean Strategy vs. Red Ocean Strategy

Competitive Strategies

Lessons from Jack Welch: Strategic Analysis – 5 Questions To Answer

Sustainable Competitive Advantage: 5 Criteria

Sustainable Competitive Advantage: Resource-based View

Sustainable Competitive Advantage: A Synergy of Capabilities (see slide)

Owning Your Competitive Advantage

Strategic Brand Management

Customer-focused Strategies (see slide)

Customer Intimacy (see slide)

Lessons from Dell Computers: Segmentation by Customer

Internal and External Ventures (see slide)

Success Story: Spinouts of Thermo Electron Corporation (see slide)

Success Story: In-company Ventures by Corning

Success Story:  Corporate Venture Investing by GE Equity

4. Leading Empowered Employees and Orchestrating Talents

Effective Leadership: Attributes × Results

25 Lessons from Jack Welch (see slide)

Lessons from Jack Welch: Involve Everybody

Building a Team Culture

Lessons from Jack Welch: Make Everyone a Team Player

Managing Knowledge Workers

Lessons from Jack Welch: Articulate Your Vision

Lessons from Dell: Mobilize Your People Around a Single Goal

Lessons from Jack Welch: Stretch

Energizing Employees

Inspiring Employees

Lessons from Jack Welch: Make Business Fun

Lessons from Jack Welch: See Change As an Opportunity

5. Building a Winning Organization

Shift from Industrial to Knowledge-driven Organization

9 Signs of a Loosing Organization

The Tao of a Winning Organization

Organizational Fitness Profile (OFP)

Managing Organizational Change: The Wheel of Business Evolution

Building Top Management Team

Adaptive Organization

Inspiring Culture

Success Story: British Petroleum

Entrepreneurial Organization

Innovation-friendly Organization

Lessons from Jack Welch: Eliminate Boundaries

7Ss Model

Lessons from Jack Welch: Put Values First

Shared Values

New Company-Employee Partnership

Employee Satisfaction

Employee Empowerment: 3 Levels

Flat Organization: Divisional Structure

Success Story: British Petroleum – a Federation of 100 Business Units

Harnessing the Power of Diversity: Creating Cross-Functional Teams

Best Practices: Silicon Valley – Sharing Gain With Employees

Best Practices: Pre-IPO Company Ownership

The Wheel of Knowledge Management: 5 Sectors

Best Practices: Knowledge Management at British Petroleum (BP)

Leveraging Diversity

Coaching Organization

Coaching Culture

Fast Company

Lessons from Jack Welch: Live Speed

Lessons from Jack Welch: Simplify

Best Practices: Charles Schwab – Establishing Corporate Guiding Principles

Lessons from Jack Welch: Get Rid of Bureaucracy

Lessons from Dell: Developing the Fast-paced Flexible Culture

Lessons from Jack Welch: Behave Like a Small Company

Lessons from Jack Welch: Cultivate Leaders

Best Practices: Leadership Development at GE

6. Synergizing Processes, Efficiency and Quality Improvement

The Tao of Business Process Innovation

Process Management: Shift to Cross-Functional Paradigm

The Payoffs of Process Approach to Business

Process Thinking

8 Essential Principles of EBPM

Cross-functional Management (CFM)

Aligning Information Technology (IT) and Business

Selecting the Right IT Architect: 11 Traits of a True IT Leader

Continuous Improvement Firm (CIF)

Lean Production – Doing More With Less

Integrating Six Sigma With Business Process Management

Different TQM Practices in Japan and the West

Deming's 14 Point Plan for Total Quality Management (TQM)

7. Developing Corporate Innovation System

Lessons from Jack Welch: Constantly Focus on Innovation

Sustainable Innovation – The Key To Survival and Success

The Tao of Value Innovation

Managing Operations vs. Managing Innovation

Systemic Approach to Innovation: 7 Interwoven Areas

Managing Innovation by Cross-functional Teams

Corporate Innovation System: 5+1 Components

Strategic Alignment

The Tao of Intellectual Cross-pollination

Best Practices: Characteristics of Most Successful Companies

Product Innovation: New Product Types

Radical versus Incremental Innovation

Best Practices: Using Innovation Portfolio by Silicon Valley Companies

The Jazz of Innovation: Creative Chaos Within a Structure

The Jazz of Innovation: Key Elements

Intellectual Property Management (IPM)

Innovation Process: Modern Business Synergies Approach

Best Practices: Attributes of Effective Innovation in Silicon Valley

Measuring Innovation: Benefits, Role, and Practices

Creating a Relentless Growth Attitude: 5 Guiding Principles

 Sample Ten3 SMART Lessons (Slide + Executive Summary)

Why Business Architect?

In today's knowledge- and innovation-driven complex economy, business architects are in growing demand. They are cross-functionally excellent people who can tie several silos of business development expertise together, create synergies, design winning business model and a balanced business system and then lead people who will put their plans into action.

Business Architect Defined

Business architect is a person that initiates new business ventures or leads business innovation, designs a winning business model, and builds a sustainable balanced business system for a lasting success.
Business architects can be found in a multitude of business settings: corporate change leaders, initiators of joint ventures, managers of radical innovation projects, in-company ventures, spin-outs, or new start-up ventures. Although the settings in which business architects act are different, they all design and run a new venture to achieve its sustainable growth.

Integrated Approach to the Management Process

The integrated business systems approach to business development and the management process is what distinguishes modern cross-functionally excellent business architects from functional managers. As a business architect and an extremely effective leader, you must have a broad view to be able to link together – synergistically! – the key components of corporate success – from functional planning to cross-functional cooperation, from supply chain management to customer value creation, from the art of continuous learning to the practice of effective communication and influencing people – and bundle them in an intellectual, innovative and pragmatic package that can be used to achieve sustainable competitive advantage and business growth, both top-line and bottom-line.

Inclusive Approach

At the heart of the inclusive approach is the belief that understanding stakeholder needs – the needs of customers, employees, suppliers, shareholders and society, and the environment – and incorporating them into enterprise strategy and sustainable value creation activities are central to the achievement of sustainable growth and competitiveness.

Why Do You Need Cross-Functional Excellence?

Although innovation is driven by technology, required competence extends beyond technical know-how. In the new knowledge economy and knowledge-based enterprises, systemic innovative solutions arise from complex interactions between many individuals, organizations and environmental factors. The boundaries between products and services fade rapidly too. If you wish to be a market leader today, you must be able to integrate in a balanced way different types of know-how that would transform stand-alone technologies, products and services into a seamless, value-rich solution.

Learn Playing More Than One Note

If you learn not one, but the whole spectrum of notes, you will not have to play mono-tone music all the time. Your will discover much more opportunities and, by engaging your lateral thinking, self-motivation, and systems thinking arts and skills, create great symphonies and improvise whenever necessary. You’ll know how to transform stand-alone ideas, technologies, products and services into value-rich solutions.

Managing Knowledge

The explosion of knowledge growth, combined with its rapid distribution, makes it difficult to stay on top of the available knowledge in any industry. Thus, a global knowledge economy rewards not only creators of new knowledge but also those who can identify and integrate knowledge effectively.

Case in Point: Nurturing Cross-Functional Experts at Hewlett-Packard

Most companies tend to recruit, train and promote people within functional corridors. But Hewlett-Packard (HP) breaks the walls, creating a carrier network that begins with the recruitment of diverse people in terms of their skills and personality and then promotes horizontally, as well as vertically throughout the company. Typically, HP employees move through four to six functional areas in the course of their carriers. This creates broad knowledge of the company and fosters the kind of teamwork other companies covet. When it comes time to promote, managers don't look who is next down the carrier line, they look for the best people. Neither employees should follow a pre-defined path to a particular post, nor need they to get a bigger title to be given new responsibility.

Achieving Strategy through Balancing Competing Values

The primary goal of any business is to increase stakeholder value. It is achieved through a dynamic balancing of competing values. In order for a business to maximize economic value, it must balance customer satisfaction and competitive market forces with internal cost and growth consideration.

What is Business Systems Approach?

A business is more than finance. Organizations prosper by achieving strategy that is implemented as a result of continuous decision-making at all levels of the business. Performance measures need to be aligned with the organization's strategy. The Business Systems approach considers business as system of interrelated factors of strategy, owners, investors, management, workers, finance, processes, products, suppliers, customers, and competitors.

Balancing the Four Perspectives

Firms implement strategy through balancing the four major factors or perspectives:

1. Financial perspective: To succeed financially, how should we look to our shareholders?

2. Customer perspective: To achieve our vision, how should we appear to our customers?

3. Internal business process perspective: To satisfy our shareholders and customers, what business processes must we excel at?

4. Learning, innovation, and growth perspective: To achieve our vision, how will we sustain our ability to create value and improve?

The four perspectives permit a balance between short-term and long-term objectives, between outcomes desired and the performance drivers of those outcomes, and between hard objective measures and soft subjective measures.

For each of the above four questions, provide answers in terms of:

• Objectives

• Measures

• Targets, and

• Initiatives

... and much, much more!