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Home > BTM Fusion 360 > Framework Dimensions

Advancing Capability Maturity

Contextual Research

BTM Fusion 360 v6.0
Product Cut Sheet

Framework Dimensions

The Management Capabilities of BTM Fusion 360™ each rely upon 4 critical dimensions, including:

Process
Organization

Information
Technology (Automation)

Processes

The first dimension for each BTM Management Capability is a set of robust, flexible and repeatable processes. These processes must be dynamic, and they must serve to ensure that Business and Technology work together to drive the enterprise toward Convergence. They work only when employed by appropriately constituted organizational bodies; when they are provided with timely, accurate information; and when they are enabled by robust enterprise-wide technology (automation).

There are processes specific to each Capability. In general, however, the common denominators among BTM processes are:

General quality of business practice—doing the right things
Efficiency—doing things quickly with little redundancy
Effectiveness—doing things well

Organization

Management processes are more likely to succeed when they are supported by appropriate organizational structures based on a clear understanding of roles, responsibilities and decision rights of the organizational body. Such structures generally include:

Centralized bodies—requires a specialized, dedicated business and technology staff
Needs-based bodies—involves rotational assignments, created to deal with particular efforts
Participative bodies—involves senior-level business and technology participants on a part-time but routine basis

The right set of structures will vary according to an enterprise’s value discipline, its primary organizational structure and its relative BTM maturity. In general, however, to be effective, they must be guided by robust, repeatable processes, provided with timely, accurate information; and enabled by robust enterprise-wide technology (automation).

Information

Valid, timely information is a prerequisite for effective decision-making. It powers reliable processes, informs decision-making bodies, and makes technology (automation) a useful, powerful tool. This information must be comprehensible to non-specialists and, at the same time, actionable in terms of informing choices that matter. Useful information doesn’t just happen. It depends on the interaction of two related elements: data and metrics.

Data must be available, relevant, accurate and reliable. Metrics distill raw data into useful information. Thus, metrics need to be appropriate and valid for strategic and operational objectives. Internally, they should be comparable across the enterprise and across time; and externally across industries, functions and extended-enterprise partners.

Management processes based on flawed information will fail when confronted with conditions that expose the flaws. Similarly, organizational bodies working from flawed information will come to erroneous conclusions. And, technology (automation), which employs flawed information, will yield erroneous results.

Technology (Automation)

Effective technology utilization can help connect all the other dimensions. Appropriate technology helps make processes easier to execute; facilitates timely information sharing; and enables ongoing, consistent coordination between elements and layers of the organization. It does this through:

Automation of manual tasks
Reporting
Analytics for decision making
Integration between management systems

The simple addition of technology to automate existing processes leaves most of its potential value untapped. The largest gains result from the optimization of processes, organizational structures and information flows. The complexity of managing an enterprise and the increasing demands of an ever-evolving business climate require more information transparency and operational synchronization than basic computing tasks can provide. Technology should not only ease the development and reporting of information needed to fuel management processes across the organization, but also to achieve consistent horizontal and vertical management integration.