Focus was on models of the enterprise.

Enterprises have some business models, e.g., budgets and accounts, management hierarchy, products.  May have some process models but most are weak.  Many don't really know what their processes are.

Unlike the past where enterprise might require tweaks every several years, enterprises are faced with the need for substantial changes with short periods of relative stability.  The changes are complex and require models to manage that address multiple dimensions.

Need models for decision support, to understand how the business works and how it should change, to get the decisions/transformations right the first time.

Change is risky.  May involve culture change.  Models may expose embarassing problems.

Some leaders may hope to ride it out and let their replacement deal with it.

However, SOX, retirements, employee turnover, create risks that probably can't be ignored.  There is a high risk in not knowing the problems and not changing.

There is some management expectation that these problems should be addressed by IT.  IT controls the systems that control the processes.  IT can throw new technology at it.  IT might know how the systems work.  When the business changes, it's IT that has to do all the work to change the systems.

Essential to shift the burden back to the business leaders.  This is not about generating new code, it is about re-designing the business.

It's about the ability to react in a timely and informed manner.