The use of B&IT diagrams can assist in determining the delivery strategy, looking at feasibility and alternatives (‘what if’ scenarios).A future state diagram (‘future business architecture’) can then be used to show how both businesses seek to operate in the future. DOT1 can integrate it’s Change management framework to identify impact of change and manage the strategy for migrating departmental staff.This will cover cultural and behavioural analysis of the future business state.B&IT diagrams produced as part of the ‘big picture’ exercise and ‘what if’ scenarios can be used to identify what work logically belongs together as a project or program and also to identify the interfaces and dependencies between these initiatives.
The ‘big picture’ view B&IT diagram(s) support(s) the definition of acquiring company’s goals, vision and values, offering an understanding of how both the businesses operate.The relationships between people, process and technology form the core of these business strategies. The B&IT diagrams document the data-flows, business stakeholders and business processes and supporting IT required to integrate both companies. This creates business knowledge that can support decision making.
DOT1 brings a new way of thinking that will help you get a clear picture of how your business works. The modelling will allow you to create a visual map of your business. A map that shows: How your business works, The assets that make it work, The inter-dependencies between the assets. It is designed with the belief that with clarity and vision you can develop and improve: Clarity: create easy-to-read diagrams which help remove ambiguity from business decision-making. Vision: allows you to anticipate issues and challenges which can prevent a business achieving it’s goals Develop: enhance business capability through successful program and project implementation. Improve: enhance business performance through better operational management.
The B&IT model addresses the key challenges in managing mergers and acquisitions: Both companies have their own business processes and IT systems which have evolved over many years of operation.
The strategies, culture, vision and goals of the two companies maybe dissimilar. Each company has a portfolio of ongoing business activities, products, systems, assets, clients and projects that must be synergized. Identifying which of these is stronger in the separate businesses is key to optimizing and strengthening the acquiring company. The acquiring company cannot afford to run both companies without achieving this synergy.
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