B.1.1. Organizational Strategy¶
Organizational mandate and strategic support for the EKG.
The capability Organizational Strategy (B.1.1) is part of the capability area Executive Leadership in the Organization Pillar.
Organizational mandate and strategic support for the EKG.
To develop an effective EKG-based organizational strategy, leaders need to focus on several key areas.
First, they must identify the organization's business capabilities, which map to the components of the business. These capabilities can be increased through mergers, acquisitions, or joint ventures. Leaders must also assess the external environment, including market trends, competitor activity, and regulatory changes, to determine how best to position the organization for success.
As part of the wider business strategy, the organization should select a number of strategic purposeful business themes such as Transparency, Accountability, Digital Assets or Composable Business, that drive all further decision-making for a given period of time. These themes are high-level concepts that align with the organization's overall mission and provide a clear direction for its data-centric initiatives.
Once the business capabilities are identified, it's important to translate them into use cases that can drive business value. This is where the Use Case Tree (UCT) format comes in. The UCT is a tree-like structure that organizes the identified use cases into a hierarchy, allowing for a clear understanding of how each use case contributes to the overall business objectives.
Leaders also need to ensure that the organization has the right mix of talent, technology, and processes to execute on its EKG-based strategy effectively. This includes investing in training and development programs to help employees acquire new data skills and capabilities, as well as adopting agile methodologies and data-driven decision-making practices to improve the speed and accuracy of data analysis and delivery.
Furthermore, it is crucial to translate the organization's EKG-based strategy into policies that are fully automatable via the EKG. For each defined use case, it should be clear which policies are applicable and how they will be modeled, automated, and enforced in the context of the EKG. This helps ensure consistency and compliance across the organization and enables fully automated digital supply chains.
Finally, leaders need to cultivate a culture of innovation and continuous improvement, where employees are encouraged to experiment, take risks, and learn from data-driven insights. This requires creating an environment that fosters collaboration, openness, and trust, and providing employees with the resources and support they need to innovate and drive change.
Overall, an EKG-based organizational strategy requires a modern data-centric approach that considers the interdependencies between data, people, and technology. By leveraging the power of an EKG, the EKGF Method, semantic technologies, purposeful business themes, and the concept of composable business1, organizations can unlock the full potential of their business capabilities and position themselves to thrive in a rapidly changing business landscape.
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Work in progress. Describe the five levels of maturity for this Capability.
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Work in progress, describe how this capability is possibly being delivered today in a non-EKG context and optionally what the issues are that EKG could or should improve
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Work in progress, describe how this capability would be delivered or supported using an EKG approach, making the link to the "how" i.e. the EKG/Method.
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Work in progress, list examples of use cases that contribute to this capability, making the link to use cases in the catalog at https://catalog.ekgf.org/use-case/..