Ibrs

It's time to rethink your infrastructure vendor relationship

It's time to rethink your infrastructure vendor relationship Conclusion Leading IT organisations now recognise that selecting and integrating a mix of best-of-breed servers, storage and networks no longer adds value to their organisation. Instead they are purchasing Integrated Systems from a single...

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Justin Butcher

Justin Butcher
Justin Butcher is an IBRS Advisor focusing on enterprise architecture. Justin is an experienced Enterprise Architect and Technology Architect with over 10 years’ experience in Federal Government. Justin provides insights into the practical application of Enterprise Architecture to address real issues that face modern enterprises. Justin focuses on the strategic alignment of technology to business goals and objectives, drawing on experience in software engineering, infrastructure solution design, data architecture and large project architecture leadership.

Business Capability Modelling Part 2 - what you should do

Analyst: Justin Butcher Date: 2012-01-27
Business Capability Modelling is a simple, structured approach that offers a strategic view of an enterprise. A Business Capability Model remains stable even as business processes change, and as your organisation is restructured. A Business Capability Model offers a higher return on investment than Business Process Modelling, and has several advantages as a tool to help bring the ICT organisation closer to becoming a partner with the business.

Business Capability Modelling Part 1 - why you should do it

Analyst: Justin Butcher Date: 2011-12-27
The ICT organisation within any enterprise can benefit from a structured approach to understanding business capability of the enterprise. Business Capability Modelling is an Enterprise Architecture technique that IBRS sees playing a key role in transforming the relationship in many enterprises between ICT and the business. In organisations where ICT deeply understands the business we see a close relationship between respected partners, and often this is reflected by a direct reporting link between CIO and CEO. Failure to appreciate the business capability consigns the ICT organisation to be a subservient commodity supplier (rather than a business partner). Where the relationship between business and ICT is fragile, the potential of outsourcing to another provider means that the ICT organisation is not seen as a valued strategic partner.