Facts
Operational change capacity
Operational change capacity is the capacity of an organization to respond to market fluctuations. Knowing which services and products to focus on, where efficiency can be increased, where revenue is created and where costs can be reduced throughout the chain to produce the optimum effect is a difficult challenge at present. Operational complexity is increasing, as is the complexity of market interfaces. Subordination of business logic to information system modalities significantly limits change capacity and effectiveness. How good in your organization’s change capacity?
Continuous improvement ability
The ability of organizations to improve on an ongoing basis is predicated on the existence of operational methodology, a platform, an information governance organization and a new type of information governance model that supports the process. Benefits include:
- Fact-based management
- Control over complexity
- Continuous improvement ability
- A common language with regard to information
Change leaders
A change leader is an individual with insight into the structure and daily functioning of complex organizations who serves as a consultant/partner to executive management. A change leader helps to pilot organizations through major transformational projects effectively and promotes continuous change by questioning business plans and challenging conventions in the course of implementing minor and major initiatives. A change leader can help an organization to serve as its own management consultant.
Business information management
Business information management involves a shift from an operational-support approach to IT development to a platform-driven approach to operational development involving optimal use of IT.
ROI2 – Return on Investment squared
Every project we undertake leads to increased short-term business value. Since Ortelius’ methodology always takes the big picture into account in a natural way, long-term value is enhanced at the same time. Long-term value enhancement may be modest to begin with, but improves dramatically once a number of projects have been carried out. We refer to the aggregate of short- and long-term value enhancement as ROI2.
Common point of reference
A common point of reference (CPR) is a basic requirement for attaining a systematic approach to continuous improvement. Common points of reference reflect the thesis that each organizational component’s operational effectiveness and capacity to adapt to changing needs will improve if all of the components operate in harmony with the entire organization.
Establishing a common point of reference provides an operational basis for shifting from a state of uncontrolled change to one of continuous learning on the basis of common objectives. The concept creates opportunities for all organizations and involves executive management.
Complexity management
IT environments are increasing in complexity. Organizations devote upwards of 90% of IT resources to operating and supporting these complex environments, leaving less than 10% of resources available for value creation.
Complexity management is the process by which value is generated in such complex environments through identification and implementation of measures aimed at reducing complexity over time.
Ortelius’ role involves minimizing the need to struggle with complexity, thereby enabling organizations to more quickly attain appropriate transparency and change capacity.
Generic Core Structures™
Generic Core Structures™ are an Ortelius innovation and serve as the foundation of much of what we do – the underlying basis for representing the fundamental character and other factors characterizing a business in a way that provides unique opportunities for well-defined, comprehensive operational insight in an adaptable format.
Generic Core Structures™ are a series of structures and representations of fundamental informational phenomena and their ramifications for operational performance. These representations provide the basis for other representations with regard to information that are necessary for describing organizations from an operational standpoint.
Together, the structures provide a foundation for creating sustainable information structures and change.
Separation of business logic from software
One remarkable aspect of our innovation is separation of business logic from software. This achievement is on a par with the separation of hardware from software accomplished during the 1980s and entails much better control over business logic as a whole. A systematic overhaul of existing systems is required to reap the benefits.
Evolving/self-learning operations
Ortelius’ new innovative business improvement process makes it possible for businesses to operate and develop in accordance with set goals on the basis of common points of reference. The guiding vision is one of learning-based development such as characterizes living organisms, which realize themselves and draw energy from their own life trajectories. See also “Continuous improvement ability.”