Enterprise Architecture

What new business roles and functions do you anticipate in Digital and eventual Virtual enterprises?

Jordan Olin Senior Consultant at xMatters, inc

March 1st, 2016

  • What new business roles and functions do you anticipate in Digital and eventual Virtual enterprises?
    • In general terms I break down the current model as follows
      • Executive Roles with Fiduciary Responsibilities
        • Board of Directors
        • Chairman
        • Directors
        • Treasurer
        • Secretary
        • Owner
        • CEO
        • President
        • SVP
      • Common/Traditional Functional Areas (ignoring actors and titles, e.g. COO, CFO, VP etc.)
        • Business Operations,
          • Marketing
          • Sales
          • Identity and Branding 
        • Finance
        • Security
        • Information
          • Intelligence
          • Analysis
          • Data
        • Technology
          • Operational (capex/opex)
          • As Product (for resale)
        • Manufacturing
        • New Product Development / Research / Innovation
        • Production, Logistics and Distribution
        • Inventory
      • What corporate structures and functional area definitions will lead to a more efficient and agile Digital and, or Virtual Enterprise?
        I'm trying to understand what the changes might be between the traditional roles/actors in the Digitial Enterprise.

Kevin Carney Content Marketing works, but needs better tools.

March 1st, 2016

With the advent of Content Marketing (aka Inbound Marketing) I'm surprised morecompanies aren't forming joint Journalism/Marketing departments where the senior guy is a journalist, not a marketing guy. Kevin Carney *Inbound Marketing University * kevin@InboundMarketingUniversity.biz 650-444-1318

LaVerme Cox Cofounder & CEO Evergreen Investment Realty

Last updated on July 2nd, 2020

Great question! In light of the move to a more digital environment for all types of businesses I expect that many will move from a functional format to a more hybrid matrix organizational structure. Matrix management is an organizational structure in which some individuals report to more than one supervisor or leader, relationships described as solid line or dotted line reporting. More broadly, it may also describe the management of cross-functional, cross-business groups and other work models that do not maintain strict vertical business units or silos grouped by function and geography. The matrix’s most basic advantage over the familiar functional or product structure is that it facilitates a rapid management response to changing market and technical requirements. Further, it helps middle managers make trade-off decisions from a general management perspective.