Enterprise Canvas summary-sheet from ‘Mapping the Enterprise’

Extract from Mapping the Enterprise

Two-page summary of Enterprise Canvas model from Mapping the Enterprise – use this as a reference sheet whilst working.

Published: 04 December 2010

Download: free – click [drain file 31 url here] (PDF, [drain file 31 size]).

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2 Responses to “Enterprise Canvas summary-sheet from ‘Mapping the Enterprise’”

  1. Max J. Pucher - Chief Architect ISIS Papyrus Software Says:

    Nice model overviews. I have a few observations:

    The enterprise model is just a redraw of the Osterwalder model. The service content is a slightly modified Bachmann model.

    Therefore, from my perspective there is too much fragmentation by trying to decompose a complex adaptive system into controllable pieces. A business is not created by components but by interactions. Function emerges from these interactions and is not designed as a component.

    Relationships and transactions are built on the interactions of roles that people take. Most relevant conversations ought to be part of a transaction a.k.a. process.

    I would also not think in terms of performance but in terms of expectations created by value propositions and satisfaction based on value perception. Performance is just metrics that are meaningless in terms of customer relationships.

    People and process are the same thing because the process emerges from role interactions and has no independent existance. Processes without people have no asset value as is sometimes suggested. The purpose is defined in the objective->target->goal link that starts with WHY a customer would want an offering. I agree that the perception links back into the desired outcome in a never ending loop.

    All in all, helpful pictorials but I would build an enterprise strategy with it. I know that others do, but it creates a business that is not very dynamic or agile.

  2. tg Says:

    Hi Max – as the book explains, the basic Enterprise Canvas service-model is intentionally compatible with Osterwalder’s Business Model Canvas, but extends it considerably in detail, in scope and in application. The book includes an Appendix describing how to translate between the two model-types. (I’ve discussed all of this in person with Alex Osterwalder, and I believe I have his full agreement on this.) Likewise the service-content is again intentionally related to Zachman, but is very considerably extended: for a start, it includes an entire dimension that is missing in Zachman.

    I do agree that “a business is not created by components but by interactions”. Again, if you read the book, you will find that a strong (if not stronger) emphasis is placed on the flows and interactions rather than on the service-content.

    I could make much the same replies to each of your other concerns. The point of this summary-sheet is that it is intended as a reference-card for use with the book: if you have not read the book, it is quite possible that it may not make much sense, as appears to be the case here. so please don’t critique the model on the basis of the reference-card alone, unless it’s in context with the content and structure of the book to which it relates.

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