When Ted Doholis and Paul Lambert first met in 2011 they discovered they had a lot in common.
Among the various interests they shared was a mutual concern for the high degree of failure experienced with technology projects. In fact, this very concern had inspired Doholis to pursue a career as an Enterprise Architect. Lambert had recently sold a business he’d founded 20 years earlier, so with a vision of improving the success of technology projects, they collaborated to create a system to help a particular medium-sized corporation approach their technology planning more effectively.
That system has evolved into a methodology they call Business Performance Architecture™, which has become a solution for more than just technology projects. Business Performance
Architecture™, or BPA, characterizes an organization in an anatomical way; arranging its parts in a manner that logically connects various elements back to the organization’s mission and strategic objectives. It provides a clear line-of-sight from mission to process and brings order to an otherwise
tangled confusion of value proposition, customer segments, cost structure, capabilities, processes, etc. that make up a typical business—creating new perspectives that lead to fresh insights along the way.
It is a tool that can solve a number of critical business problems, from accelerating strategy execution and exposing inefficiencies, to identifying new markets and business opportunities… not to mention improving the success of technology projects. It’s the Swiss Army knife of business improvement.
The two founding partners of Doholis·Lambert refer to their firm as a “new breed of management consultants.” Their business model was born out of frustration with traditional approaches, which they say all too often leave business leaders disappointed with the experience and results. They claim to have analyzed the most common problems facing organizations and business leaders today—and the reasons traditional methods are falling short—and developed programs that effectively address the needs of the modern business.
Doholis and Lambert talk a lot about the tremendous changes seen in the business landscape over just the past 10 years, and the need to get out of our comfort zone and challenge our existing beliefs in order to develop high-performance organizations. They believe that every business has the potential to be more than it is today, but that requires looking at things differently than we did in the 20th century.
“Today’s competitive environment requires continual innovation,” says Lambert. “In an era of rapid change, business must adapt or die.”
Doholis adds, “The explosion in scope, power, and affordability of communications and other technologies over the past decade is providing opportunities that couldn’t have been imagined 20 years ago. But there’s little value in uncovering new opportunities if an organization isn’t able to act on them. BPA solves that problem.”
Their clients share their beliefs. Although varied—from insurance and digital media, to the public sector and local academic clinical research organization Robarts Clinical Trials—the results have been the same: a measurable improvement in business performance using tools for building high performance organizations.
For more information contact: www.doholis-lambert.com
