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The most prevalent supporting system is the ERP system which no organization can do withoutneeded in all organizations. On top of the built-in functionality, an ERP system can have numerous system integrations and adaptions associated with internal working procedures. To maintainMaintaining, developing, develop and sometimes replace replacing an ERP system can consume a lot of effort .
Compliance is another field ta
A few examples of supporting Typically ERP…..System integration Compliance with internal and external resources.
The image below shows the generic Value Creation Structure of any product-developing organization. The model summarizes is a summary of Value Streams that would have many more layers and dependencies if described in more detail. and Systems. The latter in yellow is divided in
The Product may be a wide range of systems fronting the customer. Either used as a
The Product Development platform is closely connected to the development of the Product
All other supporting systems for development and operations.
When governing an organization that develops end-user products, all levels of the Value Creation Structure must be considered. The crucial connection between core Product Development Value Streams and Supporting Development Value Streams is mainly difficult to manage and often overlooked.
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To counter the market competition, the long tail of support systems needs to be in shape, which requires upgrades. A technical perspective, such as Life Cycle Management, security, and system integration, gives many reasons why existing systems must be invested in. Unfortunately, the structural view is a significantly more extensive scope than the technical one. It involves the thinking of a company's product offering and the tacit knowledge any organization has built up.
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An enterprise in the automotive market has operational Value Streams much the same as any product-oriented business. However, the product Product is very complex with eager competitors, a global market, long life, demanding customers, regulations, and more.
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To modularize a large business and work with a well-defined interface between the basic product Product and the customer-facing digital services would create many advantages.
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To modularize a large business and work with a well-defined interface between the basic product Product and the customer-facing digital services would create many advantages.
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Industries like Automotive, Aircraft, Aerospace, Defense, and more have an increasing need to deliver with both speed and quality.
Compliance is another field ta
At most companies, IT support for business processes has been cobbled together in a series of unrelated IT projects. Some projects build application silos; others link them together. The result is a highly inflexible IT architecture. Most IT and business executives agree that a more modular architecture—where IT-enabled business processes are plug-and-play components that can be used to meet changing business demands—provides far more capability for companies to grow rapidly and profitably. But inflexible legacy systems and processes are impeding progress in building modular IT and business capabilities. Firms wanting to move toward a modular enterprise architecture face a multi-year evolutionary process.2 Building modular capabilities is a gradual process and is often slowed down by the tendency to invest in immediate business needs rather than long-term capabilities. As a consequence, few companies have achieved a modular IT and business environment.
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