Are there concepts in the current business capability that need to be reorganized for, or ‘mapped’ to, the new or revised concepts of the future-form business capability?Here is an example ..
Current Situation: Currently marketing reps can make hand-shake deals with customers on the road (‘road deals’). In the past, these deals were usually based on long-standing connections, so proper documentation of the details (often missing) was not too important.
With faster rates of turn-over and more specialized products this traditional business practice has become problematic. So the business will no longer support road deals. A new concept is being introduced for ‘spontaneous’ deals, called spot deal, which provides better coordination.
When the future-form business capability is deployed, however, some road deals will still be in force. How should these existing road deals be handled?
Business Tactic (in the Policy Charter): ‘Road deals’ are to be discontinued.
Business Transition Rule: Any “road deal” made in the past by a marketing rep that has never been formulated into a contract must be considered a spot deal.A business transition rule is really about semantic migration. That fancy-sounding term isn’t needed though. At issue simply is knowing exactly what the words we use mean. Tackle that issue as a business problem, and the system solutions will fall into place. ~~~~~~~~~~~~~~~ My business partner, Gladys S.W. Lam, will be using the airline example in one of her talks at the Business Rules Forum Conference http://www.businessrulesforum.com/ Oct 28 – Nov 1 in Ft. Lauderdale.
a. Business rules cannot be used to help protect against unforeseeable events that have not already happened. b. Business analysts can assess unforeseeable events (black swans) and develop business rules to cater for their potential recurrence.
c. If you don’t have ready access to your current business rules (i.e., know what they are in depth), then when a black swan occurs you can’t immediately undertake point b.Point c is actually where my emphasis lies. The result is that the organization remains vulnerable for recurrence (and copycat malicious attacks) for a much longer period than necessary (or desirable). How long extra? At least days, more likely weeks, sometimes months. What most organizations don’t realize today is that they don’t actually know what their business rules are. Before they can even begin to rethink business practices in-depth they have to send out ‘scouts’ (business analysts and IT professionals) to discover their current business rules (from people’s heads, source code, procedure manuals, documentation, etc., etc.). When the scouts do find the current business practices (business rules), they have to sort through redundancy, inconsistency, gaps and conflicts. That’s simply no way to run a business! There’s no single-sourcing of business rules, no official, authoritative ‘rulebook’, no structured corporate memory. The result is huge loss of time and energy. The problem is so big it’s hard to see. We simply have to face up to the fact that current methodologies produce a crippled business governance process. And yes, the situation *is* that bad! ~~~~~~~~~~~~~~~~~ P.S. To single-source business rules and retain corporate memory about them, we recommend a ‘general rulebook system’. See http://www.brcommunity.com/BBSGlossary.pdf (page 30) for quick explanation.
“I especially liked the discussion about the mission and goals. I still see business process analysis in organizations I visit where the goals are not articulated well, and the results are not useful. (I’ve done it myself.) It’s easy to get lost among the trees, unaware of the contours of the forest or what direction you’re going.”Indeed! That’s why we came up with the Policy Charter, which is the deliverable in our approach that lays out the elements of strategy and their motivation. A Policy Charter is all about business goals, business risks, and business policies. It’s not about business process!  How do you distinguish between good business strategy and bad business strategy? Noted strategy expert Richard Rumelt distinguishes the good and bad as follows. Good Business Strategy Rumelt, p. 20: “good strategy requires leaders who are willing and able to say no to a wide variety of actions and interests. Strategy is at least as much about what an organization does not do as it is about what it does.” Rumelt, p. 243: “good strategy is, in the end, a hypothesis about what will work. Not a wild theory, but an educated judgment. And there isn’t anyone more educated about your [business] than the group in [the] room.” Bad Business Strategy Rumelt, p. 32: Bad strategy “… is not simply the absence of good strategy. It grows out of specific misconceptions and leadership dysfunctions. To detect a bad strategy, look for …