Human Capital practitioners are often accused of not playing the strategic role they should; failing…
To be truly effective and contribute as a business partner it is important for Human Capital to understand the layers that exist in any organisation and the inter dependencies.
The Business Architecture Model BAM®, as depicted in the diagram below, helps us understand these.
The model shows the different layersof operational complexity of any function in any organisation (operating model, practice, process, transactions, data etc.) and the core and support operations which are usually dictated largely by the organisation’s size and the type of business they do.
The key challenge in business is to integrate these functions to deliver as a whole. This model forces executives to have agreement on operational models in functions like HC and Finance. Achieving alignment and integration in purpose, process and desired outcome will resolve conflicting business processes or philosophies that so often cost billions of rand to address at lower levels in the business.
The BAM®forces Executives to tackle business silo’s where it makes sense and let people delivering within the functions to get on with it. So it is essential that executives discuss, debate and argue these matters as non-alignment cannot truly be fixed lower in the business and will be a constant spend till addressed at the right level.
What does this mean for Human Capital?
In the context of Human Capital practitioners, the Business Architecture Model BAM®illustrates and helps us to understand the relationships, systems and interdependencies which as practitioners we must clearly understand and within which we must work if we are to strategically contribute to the business. Human Capital does not, cannot and should not operate in isolation.
The Business Architecture Model BAM®can be used by you as a basis for explanation, understanding and debate of the interdependencies in an organisation with your team, colleagues and internal clients.
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