Business Models

These models and simulations have been tagged “Business”.

Related tagsTechnology

​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. (PEOPL
Help Desk Technology Business
​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
Insight diagram
Business Stock Management
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. (PEOPL
Business Help Desk Technology
​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?

OSCON 2017: Help Desk - True Cost Impact of Improper Escalation
Kishau Rogers
19
This insights explores the organizational factors influencing strategy implementation and the interrelationship among some of the factors.
Strategy Implementation Business
  • This insights explores the organizational factors influencing strategy implementation and the interrelationship among some of the factors.
Clone of Strategy implementation
Andreas Spiess
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. © International Institute of Business Analysis
Perforamnce Business Analysis Business
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.

© International Institute of Business Analysis
Clone of Organizational System Performance Model
Julian Sammy
Insight diagram
App Health Money Business
EEIS Health App
Mona
Original (more DYNAMO-like) version is here:  http://insightmaker.com/insight/14464 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-Manua
Business Retail DYNAMO
Original (more DYNAMO-like) version is here: http://insightmaker.com/insight/14464


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.)
Clone of Simple Retail Sector (tweaked)
David Horgan
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
Startup Forecasting Sales Business
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
Kerry
​Purpose Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.   BUSINESS ARCHITECTURE  5 Capability Model The 5 capability model has many stock and flow children which each organization will need to model based
Enterprise And Business Architecture To Be As Is Application 5 Capability Model Quality Technology Business
​Purpose
Enables the different components in the 5 capability model in a visual manner for Enterprise and Business Architecture stakeholders.  


BUSINESS ARCHITECTURE 

5 Capability Model
The 5 capability model has many stock and flow children which each organization will need to model based on their current state.  

  • Aligns to APQC Process Framework
  • Aligns to Principles in ISO 9001, 26000 and 27001 

ENTERPRISE ARCHITECTURE 
Aligns Zachman Framework Enterprise and Business Architecture with Executive and Leaders from a business management level across any organization.  

A method in which to align and benchmark any organization or agency, with the system(s) logic required from Architects in Row 3, to enable Row 4 engineers who need to supply physics. 


Semantic
Getting terms to align to the generic objects can be a trying task, unless you simply list the stakeholders "semantic" term below the stakeholder in the presentation layer by order shown in the business process management section above the capability management group.  



Clone of To Be Business and Technology Architecture
Te Kou Gage
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
Startup Forecasting Sales Business
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
Nilo Guimaraes
Insight diagram
Economcy Business World Oil
Oil and World
VMV
Insight diagram
Business Systems Fishery Environment
Fish Banks- ARA
Arpita Goyal
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 w
Retail Business DYNAMO
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 Clone of Simple Retail Sector
Hoa Nguyen
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
Startup Forecasting Sales Business
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
Nilo Guimaraes
From Kodama's 2018  article  Business Innovation Through Holistic Leadership‐Developing Organizational Adaptability linked with Heifetz' Adaptive Leadership Model See also Teece's  Dynamic Capability IM  and Explore Exploit March IM
Performance Business Capability Innovation Organization
From Kodama's 2018 article Business Innovation Through Holistic Leadership‐Developing Organizational Adaptability
linked with Heifetz' Adaptive Leadership Model See also Teece's Dynamic Capability IM andExplore Exploit March IM
Holistic and Adaptive Leadership
Geoff McDonnell
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  
Health Care Business Work Services Clinical Care

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
The need to spend time doing chargeable work, in balance and/or conflict with the need to spend time doing marketing to ensure a continuing workload into the future.
Marketing Business Productivity
The need to spend time doing chargeable work, in balance and/or conflict with the need to spend time doing marketing to ensure a continuing workload into the future.
The debate to spend time on chargeable billings vs. marketing
Dave Davis
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. © International Institute of Business Analysis
Perforamnce Business Business Analysis
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.

© International Institute of Business Analysis
Organizational System Performance Model
Julian Sammy
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
Startup Forecasting Sales Business
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
Nilo Guimaraes
​The Problem:  What is the true cost of escalation? 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? ar
Business Help Desk Technology
​The Problem: 
What is the true cost of escalation?

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 Clone of AGILE 2017: True Cost of Escalation
sub cribed
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 w
DYNAMO Retail Business
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
steveperry
from Teece's 2007, 2017-19 articles and see  wikipedia . See also Panarchy esp  Institutional Adaptive Cycles  insight
Capability Performance Business Organization Panarchy Systems Science Health Care
from Teece's 2007, 2017-19 articles and see wikipedia. See also Panarchy esp Institutional Adaptive Cycles insight
Dynamic capability and performance
Geoff McDonnell
12 months ago
This simulation mimics the flow of projects through an organization. The organization consists of teams that idependently or collaboratively work on projects. Many of the projects have a mulit-team dependency. If you want to understand more in depth what this simulation is all about, read this bl
Kanban Flow Management Business Full-Kitting Project Management Full Kitting TOC Theory Of Constraints Agile
This simulation mimics the flow of projects through an organization. The organization consists of teams that idependently or collaboratively work on projects. Many of the projects have a mulit-team dependency.

If you want to understand more in depth what this simulation is all about, read this blog post: https://stefan-willuda.medium.com/super-powerful-how-full-kitting-will-speed-up-your-cross-team-projects-1598d55fa9d7
Clone of [Published] Full Kitting in Dependent Team Delivery
Nilo Guimaraes
model
Performance Growth Strategy Business

model

Clone of model - flights
biren pat