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Creating an Enterprise Career Business Model


It’s our job as Business Solution Analysts to assess and deeply understand our client’s business fundamentals: goals, priorities and value of our proposed online solutions.

A key “output” of our work is to create a Business Model . The Business Model helps to complete a higher-level picture of the business space and provides context to the solution design and opportunities for business innovation.

What’s the Value?

As we partner with LDS designers, content strategists, and architects to realize the full solution, a Business Model helps drive:

  • Desired Outcomes: Defines the future state
  • Business Relationships: Identifies relationships and interactions among business entities (including those that may not exist)
  • Business Scenarios: Clarifies relevant actors and the context of their activities
  • Major Enablers: States key programs, key systems, and knowledge concepts and associated business processes important to the full solution design.

As we collaborate with our client to define an online solution, it gives us a guide for discussion of:

  • Tradeoffs: Informs discussions about business design, innovation, and the relative value of programs and services anticipated in the new user experience
  • Commitments: Gives stakeholders and subject matter experts an idea of the impact and change efforts needed to align the organization to new ways of working.

From Concept to Reality

Let’s take a look at how these concepts could be illustrated in practice using a fictitious client.

At a global organization, there is a transformation effort underway to create a more efficient and effective HR organization. The client desires to create a comprehensive Career experience that accounts for critical processes such as performance management. In addition, they would like to break down the silo’d employee career experience.

A key challenge is the lack of a global career philosophy. Without a clear concept of Career, we can’t gain insight to inform a future design supporting overall talent management and employee engagement.

To drive clarity and relevancy, we would focus on a few critical items to inform our Business Model: definition of business objectives, understanding the audience / constituents, and defining optimal user experiences. For example, we would conduct several diverse focus groups to better understand employee value proposition and preferred user experiences and capabilities. The synthesized output from our analysis is our model.

The example business model below illustrates key relationships:


  • Desired Outcomes: Create a global Career experience that supports employee and business value propositions that can also flex to different employee segments based on region, business unit, levels, roles, and career stage.
  • Business Relationships: Build logical relationships between the global Career experience to local career sites and assets.
  • Business Scenarios: “Know Myself”, “Grow in My Role”, and “Explore New Roles”.
  • Major Enablers: Support global processes like Performance Management, but also provide unique and broad appeal to employees from different regions, countries, business units, levels, roles, and career stages.
  • Tradeoffs: Global vs Unique processes for different regions, countries and business units
  • Commitments: Create a global Career philosophy to support Talent Management

As the model is being developed, it helps the client crystalize their point of view. As the model is developed further, we will gain insight for our solution design.

At the end of the day, whether you are creating a business model to explain how something is working now or in the future, it should serve as a source for understanding, discussion, discovery, and validation.

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