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资源说明：Business Motivation Model V1.3.pdf
Fundamental to the Business Motivation Model is the notion of ‘motivation.’ If an enterprise prescribes a certain
approach for its business activity, it ought to be able to say ‘why ;’ that is, what result(s) the approach is meant to achieve.
Sometimes it is difficult to uncover such motivation, especially in operations that have been going on for some time. All
too often it turns out to be “...because we had to find a workaround for a system that didn’t do quite what was needed.”
This may describe business work prac tice, information systems, or both.
A cornerstone of any work addressing motivation has to be the enterprise’s aspirations (its Vision) and its action plans for
how to realize them (its Mission). Refinements were intr oduced; Vision into Goals and Objectives, and Mission into
Strategies for approaching Goals, and Tactics for achieving Objectives. The general term End was adopted to refer
broadly to any of the ‘aspiration’ concepts (Vision, Goal, Objective) and the term Means to refer generally to any of the
‘action plan’ concepts (Mission, Strategy, Tactic). This conjunction of Ends and Means ‘being’ and ‘doing’ provides the
core concepts of the Model
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.
An enterprise, however, cannot operate on this Model alone — the business needs to take into account the numerous
Influencers that can hinder or assist its operation. These Influencers provide Oppor tunities that would help the enterprise
operate, as well as Threats that would thwart it. Influencers also represent Strengths from within that the enterprise could
exploit, or Weaknesses that it should compensate for.
But is an Influencer inherently a Strength or Weakness — is it always a Threat or Opportunity? That determination comes
from an Assessment of the impact of an Influencer on the st ated Ends and Means — an Assessment such as is developed
in SWOT
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analysis. In this commonly-used technique, Internal In fluencers (assessed to be Strengths and Weaknesses) and
External Influencers (assessed to be O pportunities and Threats) are analyzed as a part of business plan development.
Once an Assessment has identified relevant Influencers in terms of their impact on Ends and Means, Directives (Business
Policies and Business Rules) can be put in place to govern and guide the enterprise Courses of Action. Directives keep the
enterprise on course and moving toward its Desired Results. Because of their integr al role in guiding Courses of Action,
Directives are included in the set of Means concepts.
Business Rules are noteworthy in that regard. Business Rule s sharpen the Business Tactics be cause they make Courses of
Action concrete at the operational level. Bu siness Rules can also provide specific remedies when a Course of Action fails,
and specific resolutions to conflicts that inevitably arise amon g the Ends. In short, Business Rules provide the leverage
needed for building effective, adaptable business solutions and systems.
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