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The most prevalent supporting system is the ERP system needed 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. Maintaining, developing, and sometimes replacing an ERP system can consume a lot of effort with internal and external resources. How long time does it to adapt the ERP to a new business model in your organization?
Besides the ERP, many more systems consume resources to purchase, install, develop and maintain. The image below shows the generic Value Creation Structure of any product-developing organization. The model is a summary of Value Streams and Systems. The latter in yellow is divided in
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Companies generally understand the urgency to have a structure including support systems up to speed. The big question is: "How can we know how our the future support systems should work when it the future product is unknown what the future products look like?" And they start to investigate what future infrastructure they need. Meanwhile, the market is adapting faster and faster.
Many companies do invest in transforming how their infrastructure is maintained and developed. Many success stories show how Lean, Agile, and DevOps have reduced lead time, increased quality, and other business benefits. Regardless of how well you improve system development, the tale of legacy is, in most cases, far too long to manage a Value Stream Network and achieve Business Agility.
Cadence and Sync are key
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to alignment
If you have been involved in an Agile transformation, you have likely seen the struggle to deliver working Features within a short period. It can be hard enough for an Agile Release Train to finalize Features within a Program Increment. But, in a sizeable Lean-Agile organization, the ability to quickly deliver working Features across several domains in multiple Release Trains is needed to accomplish Cadence and Sync.
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Modularity is a fundamental concept in nature as well in business. Modularity reduces complexity by clarifying purposes, interfaces, and responsibilities. A modular description makes it possible to understand one single entity in-depth without detailing the whole system. While Modularity is intuitive for a human brain the , conscious utilization is surprisingly low.
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Besides the chain of events in a system, the dimension of Modularity isvitalt is vital to understand understanding the relations, purpose, and responsibilities of systems thinking
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The solution for an improved Product Development Flow in a the same enterprise setup cannot only be to work harder on defining Value Streams and improve ways of working.
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We have seen this happen in many industries before. Telecom may be the clearest example of infrastructure providers, operators, and then Google and Apple at the top. Also, the automotive business has Modularity in its blood, and the industry is based on component suppliers that work for a multitude of many brands. But will the brand owners be able to take the next leap to the top of the value pyramid, or will they become a commodity?
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The base component may develop a container interface to make it possible for enable the satellite component to deploy and execute code inside the car. Just as in cloud computing, where servers provide containers.
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The enterprises that have been around for a while , normally have plenty of legacies, both technical and structural legacies. The legacy is hindering hinders business agility because the systems are not designed for the complex area of digital services.
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An Enterprise's foundational structure, Macro Structure, is the strategic prerequisite that controls the workings of an organization. form Form Business Models, Value Streams, and other fundamentals needed to develop and operate a business.
Industries like Automotive, Aircraft, Aerospace, Defense, and more have an increasing need to deliver with both speed and quality.
Toolchain measure progress
Compliance is another field ta
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