Business | Insight Maker

Dynamic system underlying project life cycles From Roberts Edward B The Dynamics of Research and Development p5 Harper & Row NY 1964

The dynamics of Research and Development

Geoff McDonnell

5

The Simple Retail Sector model from Section 1.7 of DYNAMO User's Manual by Alexander L Pugh III, which is adapted from one from Industrial Dynamics by Jay Forrester.

http://www.amazon.com/DYNAMO-Manual-Edition-System-Dynamics/dp/0262660296 (I bought the 5th edition without realising there was a later one, hopefully it's still the same model in there.)

A tweaked version with slightly more explicit stocks is here: http://insightmaker.com/insight/14467

Clone of Simple Retail Sector

niyi,wu

HW 8 Business Revenue Model

Joseph Dorsey

Two loop structure which reflects the reinforcing effects of profits/investment, as well as profits/employee retention.

Clone of Business Growth and Stability

David Horgan

Mortgage Pre-Processing Model

Ishan Vaidwan

3

Bottom-Up Sales Forecasting for Startups

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach.

This model demonstrates the forecasting impact to defining the # of expect leads based on how much it cost you to acquire a lead and how much you have available to spend.

Important Variables:

1. [UseLAC?] (set to 1 to use the lead acquisition cost to define your reachable market; use 0 to set the reachable market to equal the total available market size)

2. LAC (should equal what it cost you to acquire a lead)

3. SalesMarketingBudget : how much you have available to spend on customer acquisition

Other Variables:

4. Price : Avg spending amount per new customer

5. Total Available Market : Total available market size

6. Conversion Rate : the % of your target market that will become a lead

Clone of Bottom-up Sales Forecasting

Pagandai V Pannir Selvam

Two loop structure which reflects the reinforcing effects of profits/investment, as well as profits/employee retention.

Clone of Business Growth and Stability

Dr. Henry Grech-Cini

This causal loop diagram is the first step in looking at the relationship between business analysis performance and organizational performance. Over time it will be extended by IIBA R&I to form a simulation.

Clone of Business Analysis Performance Systems Model - Change Requests Causal Loop

Julian Sammy

Rich Picture

Rich Picture Cafe

Dennis Wen

7

This insights explores the organizational factors influencing strategy implementation and the interrelationship among some of the factors.

Clone of Strategy implementation remake

David Hartmann

Bottom-Up Sales Forecasting for Startups

The purpose of this simulation is to demonstrate the implications of forecasting sales without consideration for how much it cost you to acquire a lead and how much you have available to spend. A common mistake in sales forecasting is to define your # of expected sales leads based on your total market size and your assumption regarding the % of that market you can reach.

This model demonstrates the forecasting impact to defining the # of expect leads based on how much it cost you to acquire a lead and how much you have available to spend.

Important Variables:

1. [UseLAC?] (set to 1 to use the lead acquisition cost to define your reachable market; use 0 to set the reachable market to equal the total available market size)

2. LAC (should equal what it cost you to acquire a lead)

3. SalesMarketingBudget : how much you have available to spend on customer acquisition

Other Variables:

4. Price : Avg spending amount per new customer

5. Total Available Market : Total available market size

6. Conversion Rate : the % of your target market that will become a lead

Clone of Bottom-up Sales Forecasting

David Horgan

Introduction to Mind Mapping

Alan Hayman

This insights explores the organizational factors influencing strategy implementation and the interrelationship among some of the factors.

Clone of Strategy implementation

Andreas Spiess

Two loop structure which reflects the reinforcing effects of profits/investment, as well as profits/employee retention.

Clone of Business Growth and Stability

An Jab

Whether you are a start-up business or a business that has been standing for quite a while, your reputation as a business is critical for the functioning of it. Not just your reputation but the image of your business or brand is also very important; the people or the customers must be able to visualize your business when they think of it and it is your duty as the owner to build this image, a positive and radiant image that will stand out from the rest and remain in their minds long after their encounter with it. So the big question is, how can one go about doing this? At first it may sound daunting and seem like such a big feat, I mean think about it, the responsibility of building a powerful image in the minds of many different types of people sounds scary. But really, if you look at it more prospectively you will learn that this is not quite true and is also easier than it sounds. The key is to pay attention to little things rather than only the bigger picture.

By following some of these the problem can be resolved. And there will be growth in the business development.

Decision making model

Sai Sanjan Reddy

Harvested fishery with endogenous investment and ship deployment policy. Ch 9 p345-360 John Morecroft (2007) Strategic Modelling and Business Dynamics. See simpler models at IM-2990 and IM-2991

Fishery Dynamics with Ship Deployment Policy

Geoff McDonnell

3

Clone of Inventarios

Byron Mayen

The Problem:

What is the true cost of escalating too many Tier 1/Level 1 tickets to Level 2/3 engineers?

Things to measure: How does this impact:1. (MONEY) Cost per incident - what does this cost the business? 2. (TIME) Service Level - how does this impact desired service levels/SLAs? 3. (PEOPLE) Agent utilization - how does this impact backlog? are we overworking engineers? Does this contribute to staff burnout?

Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation

Pagandai V Pannir Selvam

The Problem:

What is the true cost of escalating too many Tier 1/Level 1 tickets to Level 2/3 engineers?

Things to measure: How does this impact:1. (MONEY) Cost per incident - what does this cost the business? 2. (TIME) Service Level - how does this impact desired service levels/SLAs? 3. (PEOPLE) Agent utilization - how does this impact backlog? are we overworking engineers? Does this contribute to staff burnout?

Clone of OSCON 2017: Help Desk - True Cost Impact of Improper Escalation

Pagandai V Pannir Selvam

This model is based off Meadows economic capital with reinforcing growth loop constrained by a renewable resource model.

Tourism Simulator

JP Burklow

4

Rich picture version of Causal loop diagram based on Jack Homer's paper Worker burnout: a dynamic model with implications for prevention and control System Dynamics Review 1985 1(1)42-62 See IM-333 for the Simulation model

Clone of Burnout Dynamics CLD rich pic

mahdi

Framework for analysis of strategy.

Axelrod 4 S Model

Victoria G. Axelrod

Transition Matrix:

G R B P

G .7 .05 .03 .22

R .05 .55 .35 .05

B 0 0 1 0

P 0 0 0 1

Project 3 - Predicting Loans based on risk

Travis Tyler Stitt

This causal loop diagram is the first step in looking at the relationship between business analysis performance and organizational performance. Over time it will be extended by IIBA R&I to form a simulation.

Clone of Organizational System Performance Model

Julian Sammy

Business Models