Simona Lovin

December 19, 2016

Simona Lovin is a seasoned business and IT executive, currently driving strategic initiatives in Leidos' Government Health group. Previously, she led operations for Cognosante's portfolio of Veterans Affairs engagements. Her diverse and successful background in business development, delivery management and enterprise architecture gives her a unique perspective on blending architectural theory and practice to generate sustainable results.

For the past twenty years, Simona has focused primarily on the delivery of strategic planning, business architecture and enterprise architecture consulting services for major governmental and commercial organizations. Simona led and strengthened the Enterprise Architecture practices for the World Bank/International Finance Corporation; Vangent, Inc.’s Health Division; and PricewaterhouseCoopers’ Public Sector line of business. Her overall sector expertise includes government, healthcare, international development, investment services, higher education, and telecommunications.

Simona holds a Master of Business Administration from the Heriot-Watt University, the Edinburgh School of Business, and a Master of Science in Computer Science from the Polytechnic Institute of Bucharest, Romania.
Leidos
Director of Operations and Strategic Initiatives
Health Care
Management
Operational Excellence (OPEX)
Agile Business Analysis (ABA)
Business Architecture (BA)
Business Decision Management (BDM) / Business Rules (BR)
Business Process Management (BPM)
Internet of Things (IoT)
Robotic Processing Automation (RPA)

Articles by: Simona Lovin

When does Business Architecture Make a Difference?

When does Business Architecture Make a Difference?

Author(s):

Editor & Founder, DBizInstitute.org, BPMInstitute.org & BAInstitute.org
Director of Operations and Strategic Initiatives, Leidos

GR: Can you give our Members an example of an organization you worked with where the application of the Business Architecture practice made a difference for them?

SL: A few years ago, I worked as a Business Architecture consultant for a health insurance provider. The insurance business, and health insurance is no different, is driven by rules. For example, if you’re in X insurance plan, then you have access to X benefits, you pay X amount in a premium, X amount is your copay, X amount is the maximum limit of what the insurer pays. And, under certain circumstances, you may also have these other benefits such as if you’re a woman, then you may have maternity related benefits. And, we may cover X procedures, but only with pre-approval, and if your doctor is in our network then we may cover more, otherwise we cover less.

What will Raise the Profile of the Business Architecture Discipline?

What will Raise the Profile of the Business Architecture Discipline?

Author(s):

Editor & Founder, DBizInstitute.org, BPMInstitute.org & BAInstitute.org
Director of Operations and Strategic Initiatives, Leidos

GR: I wondering as practitioners, what do you think that we can do to help raise the profile of the Business Architecture discipline?

SL: Well, success in Business Architecture just like in any other discipline, is to a large extent, a matter of attitude. In my view, business architects need to approach every new client and every new assignment both with optimism and with curiosity. But, also with an understanding and an acceptance of the fact that they will have to provide a good dose of education as to what Business Architecture is, how it relates to IT, how it relates to strategic planning, and so on.

Do Organizations Understand the Value of Business Architecture?

Do Organizations Understand the Value of Business Architecture?

Author(s):

Editor & Founder, DBizInstitute.org, BPMInstitute.org & BAInstitute.org
Director of Operations and Strategic Initiatives, Leidos

GR: In your experience, do you find that organizations understand the value of Business Architecture, or is it a bit of a learning curve?

SL: The standard consulting response is that it depends. Some to, and some don’t. From what I’ve seen, organizations that are rich in workflows and in business roles, such as insurers, claims adjusters, lenders, transportation companies, they tend to have a greater appreciation for what Business Architecture can provide. Now, some of them start with a business reference architecture and tailor it to fit their way of doing business, others develop their own business process models usually, but not always, in a top down fashion.

What does the Future Hold for Business Architecture?

What does the Future Hold for Business Architecture?

Author(s):

Editor & Founder, DBizInstitute.org, BPMInstitute.org & BAInstitute.org
Director of Operations and Strategic Initiatives, Leidos

GR: What do you think the future holds for Business Architecture and what do we have to do to stay in lockstep with the future needs of the organization and the advances we’re seeing in technology?

SL: In one of my articles published on the Business Architecture Institute’s website, I was making the case that the traditional methods that make up the standard Business Architecture canon, they tend to assume a slow changing, relatively predictable, business environment. A business environment where you don’t have major shocks to the system, major external or internal upheavals, essentially an environment that can wait for the business architect to do the architecting.

What does Business Architecture Mean for You?

What does Business Architecture Mean for You?

Author(s):

Editor & Founder, DBizInstitute.org, BPMInstitute.org & BAInstitute.org
Director of Operations and Strategic Initiatives, Leidos

GR: What originally attracted you to the Business Architecture discipline, and what does Business Architecture mean for you?

SL: Well Gregg, to me gravitating towards Business Architecture has really been a natural evolution. My career started with an education in computer science, followed by a few years of software development, and from there I quickly realized that analyzing and distilling the customers requirements was a lot more interesting than coding the spec. And then, moreover, understanding the why behind the requirements, and that the needs that drove the requirements was even more interesting. Being able to correlate those needs with the customers business mission, business processes, supporting system, and data architecture while having that bird’s eye view of the whole texture of the organization was extremely compelling.

The New Normal

Author(s):

Director of Operations and Strategic Initiatives, Leidos

It has been several months since my last article. No, wait – I am wrong! As I flip through my folders I realize it has been a full year. A full year… The end of 2019 caught me busy with settling into a new job. That was followed soon after by the hustle and bustle of the holidays, which, in due time, gave way to the traditional post-holiday ennui. No energy left and no time to spare pondering the ponderous business of business architecture.

But that was fine, I told myself. A brand-new year lay ahead of me, sunny and full of promise like the yellow brick road in The Wonderful Wizard of Oz. Plenty of time to think, read, talk to colleagues, work on interesting new projects, attend conferences – and put pen to paper.

Taming Entropy: From Waterwheels to Robotic Process Automation (RPA)

Taming Entropy: From Waterwheels to Robotic Process Automation (RPA)

Author(s):

Director of Operations and Strategic Initiatives, Leidos

In one of my earlier articles on Disruption, Innovation and the Art of Business Architecture, I made the case that the concept of entropy is highly applicable in explaining the evolution of business organizations.

Generally speaking, entropy is the measure of disorder in a closed system, and it is a concept borrowed from thermodynamics – the branch of physics that deals with the relationship between heat, work, temperature, and energy in a system.

Future-Proofing: 3 Methods for Creating Business Value

Future-Proofing: 3 Methods for Creating Business Value

Author(s):

Director of Operations and Strategic Initiatives, Leidos

In a previous article, Using Business Architecture to Design Future Industries, I made the case that Business Architects have an important role to play in identifying future-oriented business opportunities in emerging business sectors such as the $350B space industry. The example provided was that of a key business process – the space supply chain management process – which is already being defined and modeled by several organizations. While the space industry and its key sector – space transportation – are still in their infancy, industry players with the foresight to map out the long-term business and IT architecture for the space transportation infrastructure will have first-entrant advantage into what is expected to be a highly lucrative field.

Using Business Architecture to Design Future Industries

Using Business Architecture to Design Future Industries

Author(s):

Director of Operations and Strategic Initiatives, Leidos

Have you heard the news? Space has become Big Business. Currently evaluated at around $350 billion, studies done by investment banks such as Goldman Sachs, Morgan Stanley and Bank of America Merrill Lynch predict that the global space economy could grow to $1 trillion or more in the 2040s. 

The signs that space has gone mainstream are in plain sight. Stephen Colbert and Neil deGrasse Tyson are riding around New York City in a Mars rover… Iridium Communications is planning to launch its final Iridium NEXT satellite using a flight-proven Falcon 9 Block 5 booster… Elon Musk’s rocket company is sending a Japanese billionaire and eight artists around the moon… The news making headlines in the social media are only the tip of the iceberg. Below the waterline, the space industry (appropriately called “New Space” – to distinguish it from the 20thcentury “old space”, which was mostly the domain of governments) is a place teeming with exuberance and ideas. 

The Value Creation System

The Value Creation System

Author(s):

Director of Operations and Strategic Initiatives, Leidos

The purpose of business is to create and keep a customer.”(Peter Drucker)

This article proposes a conceptual framework for describing business organizations as complex systems, much like live organisms, whose parts function in an orchestrated manner for the sole purpose of creating customer value. 

The impetus behind it was the growing realization that while most business publications focus on the tactical aspects of running a business (the “how” of the business), few tackle head-on are the foundational principles of strong business models (the “why” of a business). 

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