企业激励机制模型 (Business Motivation Model)

(转载: http://warrenlynch.pixnet.net/blog/post)


如果我們正在尋找改進我們業務的方法, 我們應該首先找到願景和使命,而不是我們將要做什麼或我們將如何去做它。最終,我們要實現的目標必須與業務目標和願景相一致。企业激励机制模型 (Business Motivation Model) 是一個OMG建模符號,用於支持如何對快速變化的世界做出反應的商業決策。一個企業可以通過獲得BMM的建模工具,然後創建自己的BMM與特定的企業業務資訊填充模型使用它。有兩個廣泛的目的:

基線優先:確定和綜合戰畧舉措到一個企業。在這種方法中,您將經歷一個業務當前狀態的發現階段,識別問題領域和機會,並提出從當前狀態中詳細闡述的目標狀態

(Baseline first: Identify and integrate strategic initiatives into a business. In this approach you go through a discovery phase of the current state of a business, identify the problem areas and opportunities and come up with a target state that's elaborated from the current state.)

Business Motivation Model Guide-Through

目標第一:確定企業未來的方向,主要是基於對變化的認識和反應。這種方法從評估問題領域和機會開始。企業的目標狀態是根據評估結果形成的。

Target first: Identify the future direction of an enterprise mostly based on recognizing and reacting to changes. This approach starts by assessing the problem areas and opportunities. The target state of business is shaped based on the result of assessment.

BMM Guide-Through (Baseline First)



其他資源:

What is Business Motivation Model (BMM)?

Strategic Planning with BMM Guide-Through

Business Motivation Model diagram

Business Motivation Modeling Tool









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Business Motivation Model V1.3.pdf Fundamental to the Business Motivation Model is the notion of ‘motivation.’ If an enterprise prescribes a certain approach for its business activity, it ought to be able to say ‘why ;’ that is, what result(s) the approach is meant to achieve. Sometimes it is difficult to uncover such motivation, especially in operations that have been going on for some time. All too often it turns out to be “...because we had to find a workaround for a system that didn’t do quite what was needed.” This may describe business work prac tice, information systems, or both. A cornerstone of any work addressing motivation has to be the enterprise’s aspirations (its Vision) and its action plans for how to realize them (its Mission). Refinements were intr oduced; Vision into Goals and Objectives, and Mission into Strategies for approaching Goals, and Tactics for achieving Objectives. The general term End was adopted to refer broadly to any of the ‘aspiration’ concepts (Vision, Goal, Objective) and the term Means to refer generally to any of the ‘action plan’ concepts (Mission, Strategy, Tactic). This conjunction of Ends and Means ‘being’ and ‘doing’ provides the core concepts of the Model 1 . An enterprise, however, cannot operate on this Model alone — the business needs to take into account the numerous Influencers that can hinder or assist its operation. These Influencers provide Oppor tunities that would help the enterprise operate, as well as Threats that would thwart it. Influencers also represent Strengths from within that the enterprise could exploit, or Weaknesses that it should compensate for. But is an Influencer inherently a Strength or Weakness — is it always a Threat or Opportunity? That determination comes from an Assessment of the impact of an Influencer on the st ated Ends and Means — an Assessment such as is developed in SWOT 2 analysis. In this commonly-used technique, Internal In fluencers (assessed to be Strengths and Weaknesses) and External Influencers (assessed to be O pportunities and Threats) are analyzed as a part of business plan development. Once an Assessment has identified relevant Influencers in terms of their impact on Ends and Means, Directives (Business Policies and Business Rules) can be put in place to govern and guide the enterprise Courses of Action. Directives keep the enterprise on course and moving toward its Desired Results. Because of their integr al role in guiding Courses of Action, Directives are included in the set of Means concepts. Business Rules are noteworthy in that regard. Business Rule s sharpen the Business Tactics be cause they make Courses of Action concrete at the operational level. Bu siness Rules can also provide specific remedies when a Course of Action fails, and specific resolutions to conflicts that inevitably arise amon g the Ends. In short, Business Rules provide the leverage needed for building effective, adaptable business solutions and systems.

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