Component Business Model (CBM) - Revision history

User at 12:00, 30 May 2024

2024-05-30T12:00:27Z

User at 20:30, 20 September 2022

2022-09-20T20:30:46Z

User at 19:34, 20 September 2022

2022-09-20T19:34:15Z

User: The LinkTitles extension automatically added links to existing pages (https://github.com/bovender/LinkTitles).

2021-02-06T14:43:46Z

The LinkTitles extension automatically added links to existing pages (https://github.com/bovender/LinkTitles).

User: Component Business Model (CBM) is a technique developed by IBM to model and analyze an enterprise. It is a logical representation or map of business components or "building blocks" and can be depicted on a single page.

2018-12-13T18:44:01Z

New page

Component Business Model (CBM) is a technique developed by IBM to model and analyze an enterprise. It is a logical representation or map of business components or "building blocks" and can be depicted on a single page. It can be used to analyze the alignment of enterprise strategy with the organization's capabilities and investments, identify redundant or overlapping business capabilities, analyze sourcing options for the different components (buy or build), prioritizing transformation options and can be used to create a unified roadmap after mergers or acquisitions. The model is organized as business components along columns and "operational levels" along rows. The Business components are defined partly as large business areas with characteristic skills, IT capabilities and process. The three operational levels are "Direct", "Control" and "Execute" - they separate strategic decisions (Direct), management checks (Control), and business actions (Execute) on business competencies.<ref>Defining Component business model [https://en.wikipedia.org/wiki/Component_business_model Wikipedia]</ref>

[[File:Component business model.jpg|400px|Component Business Model]]<br />
source: [http://weblog.tetradian.com/2010/07/21/ibm-component-business-model/|Tetradian]

CBM is not simply a way to imagine the future of the organization. It can also be used to put theory into action and drive the evolution toward a specialized enterprise, both internally and externally. This process involves three dimensions: one, developing a component view of the existing organization based on analysis of the business and the market environment; two, evolving toward specialization based on a reinvention plan within the context of changing industry dynamics; and three, advancing the organizational and operational infrastructure toward component-based enterprise optimization.<ref>What is Component Business Model [https://www-935.ibm.com/services/us/imc/pdf/g510-6163-component-business-models.pdf IBM]</ref>

===References===
<references />

@@ Line 19: / Line 19: @@
 ===See Also===
-[[IT Strategy (Information Technology Strategy)]]<br />
+*[[IT Strategy (Information Technology Strategy)]]
-[[Enterprise Architecture]]<br />
+*[[Information Framework (IFW)]]: Structured approach to managing and using information, supporting the execution and integration of various business model components.
-[[Information Framework (IFW)]]<br />
+*[[Business Model]]: Overview of different types of business models and their components.
-[[Business Model]]
+*[[Business Strategy]]: How business models align with and support overall business objectives.
 ===References===
 <references />

← Older revision		Revision as of 20:30, 20 September 2022
Line 5:		Line 5:
	source: [http://weblog.tetradian.com/2010/07/21/ibm-component-business-model/\|Tetradian]		source: [http://weblog.tetradian.com/2010/07/21/ibm-component-business-model/\|Tetradian]

		+
		+	A Business Component is a logical view of part of an enterprise. It has discrete boundaries, defined by the business services that it offers and the business services it uses. It includes the resources, people, technology, and know-how necessary to deliver some value and is a ‘black box’ in the sense that the users don’t need to see the business activities that are inside. The Business Component can have attributes, such as cost, revenue, and importance to the business. Business services are goods or services that a business component offers to other business components and possibly to external parties.

	CBM is not simply a way to imagine the future of the organization. It can also be used to put theory into action and drive the evolution toward a specialized enterprise, both internally and externally. This process involves three dimensions: one, developing a component view of the existing organization based on analysis of the business and the market environment; two, evolving toward specialization based on a reinvention plan within the context of changing industry dynamics; and three, advancing the organizational and operational infrastructure toward component-based enterprise optimization.		CBM is not simply a way to imagine the future of the organization. It can also be used to put theory into action and drive the evolution toward a specialized enterprise, both internally and externally. This process involves three dimensions: one, developing a component view of the existing organization based on analysis of the business and the market environment; two, evolving toward specialization based on a reinvention plan within the context of changing industry dynamics; and three, advancing the organizational and operational infrastructure toward component-based enterprise optimization.

← Older revision		Revision as of 14:43, 6 February 2021
Line 1:		Line 1:
−	Component Business Model (CBM) is a technique developed by IBM to model and analyze an enterprise. It is a logical representation or map of business components or "building blocks" and can be depicted on a single page. It can be used to analyze the alignment of enterprise strategy with the organization's capabilities and investments, identify redundant or overlapping business capabilities, analyze sourcing options for the different components (buy or build), prioritizing transformation options and can be used to create a unified roadmap after mergers or acquisitions. The model is organized as business components along columns and "operational levels" along rows. The Business components are defined partly as large business areas with characteristic skills, IT capabilities and process. The three operational levels are "Direct", "Control" and "Execute" - they separate strategic decisions (Direct), management checks (Control), and business actions (Execute) on business competencies.<ref>Defining Component business model [https://en.wikipedia.org/wiki/Component_business_model Wikipedia]</ref>	+	Component [[Business]] [[Model]] (CBM) is a technique developed by IBM to model and analyze an enterprise. It is a logical representation or map of business components or "building blocks" and can be depicted on a single page. It can be used to analyze the alignment of enterprise [[strategy]] with the [[organization]]'s capabilities and investments, identify redundant or overlapping business capabilities, analyze sourcing options for the different components (buy or build), prioritizing transformation options and can be used to create a unified [[roadmap]] after mergers or acquisitions. The model is organized as business components along columns and "operational levels" along rows. The Business components are defined partly as large business areas with characteristic skills, IT capabilities and [[process]]. The three operational levels are "Direct", "[[Control]]" and "Execute" - they separate strategic decisions (Direct), [[management]] checks (Control), and business actions (Execute) on business competencies.<ref>Defining Component business model [https://en.wikipedia.org/wiki/Component_business_model Wikipedia]</ref>

@@ Line 1: / Line 1: @@
-Component [[Business]] [[Model]] (CBM) is a technique developed by IBM to model and analyze an enterprise. It is a logical representation or map of business components or "building blocks" and can be depicted on a single page. It can be used to analyze the alignment of enterprise [[strategy]] with the [[organization]]'s capabilities and investments, identify redundant or overlapping business capabilities, analyze sourcing options for the different components (buy or build), prioritizing transformation options and can be used to create a unified [[roadmap]] after mergers or acquisitions. The model is organized as business components along columns and "operational levels" along rows. The Business components are defined partly as large business areas with characteristic skills, IT capabilities and [[process]]. The three operational levels are "Direct", "[[Control]]" and "Execute" - they separate strategic decisions (Direct), [[management]] checks (Control), and business actions (Execute) on business competencies.<ref>Defining Component business model [https://en.wikipedia.org/wiki/Component_business_model Wikipedia]</ref>
+'''Component Business Model (CBM)''' is a technique developed by IBM to model and analyze an enterprise. It is a logical representation or map of business components or "building blocks" and can be depicted on a single page. It can be used to analyze the alignment of enterprise strategy with the organization's capabilities and investments, identify redundant or overlapping business capabilities, analyze sourcing options for the different components (buy or build), prioritize transformation options, and can be used to create a unified roadmap after mergers or acquisitions. The model is organized as business components along columns and "operational levels" along rows. The Business components are defined partly as large business areas with characteristic skills, IT capabilities, and processes. The three operational levels are "Direct", "Control" and "Execute" - they separate strategic decisions (Direct), management checks (Control), and business actions (Execute) on business competencies.<ref>Defining Component business model [https://en.wikipedia.org/wiki/Component_business_model]</ref>
@@ Line 6: / Line 6: @@
-CBM is not simply a way to imagine the future of the organization. It can also be used to put theory into action and drive the evolution toward a specialized enterprise, both internally and externally. This process involves three dimensions: one, developing a component view of the existing organization based on analysis of the business and the market environment; two, evolving toward specialization based on a reinvention plan within the context of changing industry dynamics; and three, advancing the organizational and operational infrastructure toward component-based enterprise optimization.<ref>What is Component Business Model [https://www-935.ibm.com/services/us/imc/pdf/g510-6163-component-business-models.pdf IBM]</ref>
+CBM is not simply a way to imagine the future of the organization. It can also be used to put theory into action and drive the evolution toward a specialized enterprise, both internally and externally. This process involves three dimensions: one, developing a component view of the existing organization based on analysis of the business and the market environment; two, evolving toward specialization based on a reinvention plan within the context of changing industry dynamics; and three, advancing the organizational and operational infrastructure toward component-based enterprise optimization.
 ===References===
 <references />