THE

ANATOMY
OF
THE
ENTERPRISE
The Center for Business
Leadership Development
1
 Soliluna case study

The Center for Business

Leadership Development
2
 Three models
● Processes

● Functions

● Constituencies

The Center for Business

Leadership Development
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 Governance Function
● Ultimately responsible and accountable to
the shareholders/partners/members

● Board of directors/partners/members

● Chief executive officer/partner/member

The Center for Business

Leadership Development
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 Process Model
● Planning and Policy Development

● Deployment/Execution

– Research and Development

– Sales and Production

● Performance Measurement

The Center for Business

Leadership Development
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 Process Model

The Center for Business

Leadership Development
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 Function Model
● Governance Function

● Administrative Functions

● Operational Functions

The Center for Business

Leadership Development
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 Function Model
● Administrative Functions

– Enterprise

– Legal

– Finance

– Human Resources

– Information Technology
The Center for Business
Leadership Development
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 Function Model
● Operational Functions

– Research and Development

(program management and engineering)

– Operations
(procurement, manufacturing or equivalent,
distribution)

– Business Development
(marketing, sales, service)
The Center for Business
Leadership Development
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 Function Model

The Center for Business

Leadership Development
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 Business Model

The Center for Business

Leadership Development
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 Market and product
position and posture

The Center for Business

Leadership Development
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 Business Consistency Model
● Primary
(employees, customers, suppliers, investors)

● Secondary
(regulators, competitors)

● Community-at-large

The Center for Business

Leadership Development
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Business Constituency Model

The Center for Business

Leadership Development
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Time Management Framework

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Leadership Development
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 Key questions
(process and functions)
● Which issues, events, and activities should
be prioritized as high, medium, and low,
and why?

● Who needs attention now, and why?

● How should plans and policies be deployed

and executed?

● Where should time be spent and when -

daily, weekly, monthly, quarterly, annually?
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Leadership Development
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 Administratively
● Enterprise – investor and public relations,
government affairs, brand management,
community relationships, real estate,
philanthropy, ombudsman, internal audit

● Legal – regulatory protection and

compliance, litigation

The Center for Business

Leadership Development
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 Administratively
● Finance – borrowing, financing, investing,
credit extension, insurance

● Human Resources – employment,

compensation, training, development

● Information Technology – analytical and

operational systems

The Center for Business

Leadership Development
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 Operationally
● Research and Development – innovation,
program and project management,
engineering: markets, products,
infrastructure

● Operations – procurement, manufacturing (or

equivalent), distribution

● Business Development – marketing, sales,

service
The Center for Business
Leadership Development
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 Operationally
● Research and Development – innovation,
program and project management,
engineering: markets, products,
infrastructure

● Operations – procurement, manufacturing (or

equivalent), distribution

● Business Development – marketing, sales,

service
The Center for Business
Leadership Development
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 Key questions
(planning, policy, performance)
● What should time be spent on and when –
daily, weekly, monthly, quarterly, annually?

● How much time should be spent on what?

The Center for Business

Leadership Development
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 Planning and
Policy Development
● Enterprise – aspiration (values, mission,
vision, value proposition), industry and
market position and posture

● Competitive position and posture

● Performance improvement – repositioning,

restructuring, reengineering

The Center for Business

Leadership Development
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 Planning and
Policy Development
● Constituency (employees, customers,
suppliers, investors, regulators, competitors):
objectives, goals, targets, strategic initiatives;
collaborative and cooperative relationships

● Functional, operational, and financial

The Center for Business

Leadership Development
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 Capabilities
(capacities and abilities) for deployment and execution

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Leadership Development
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 Capabilities
(capacities and abilities) for deployment and execution

● People – aptitude and proficiency

● Processes and functions – effectiveness and

efficiency

● Products and/or services – benefits and

features

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Leadership Development
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 Performance Measurement
key indicators: rates, quantities, volumes, aging, ratios

● Financial – revenue, gains, costs and

expenses, profits, cash flows, returns on
investment

● Non-financial – market share and

penetration, product usage, satisfaction,
quality, time-to-market, cycle time,
productivity, asset capacity and utilization,
sustainability

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Leadership Development
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 Process/function Model

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Leadership Development
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 THE
ANATOMY
OF
THE
ENTERPRISE
The Center for Business
Leadership Development
28