This model brings together the three elements of any organisation (people, processes and technology,) and the interrelationship between these three components, and defines a specific chain of events for the delivery of value into an organisation. The fact that organisations consist of people, process and technology sounds simple enough but the fact remains that processes and technology are largely predicable in their responses whilst people are not. This conceptual framework describes, defines and shows the integration of the varying levels of operational complexity within an organisation or business system. Ultimately, it allows for the realisation of the business strategy through a linked Human Capital strategy (for example) and positively influences the quality of information used in decision making.

A specific chain of events exists in order for functions to deliver value to the business. One can refer to this chain of events as a natural law of business. Fragmentation anywhere along this chain of events substantially decreases the ability to deliver value. This chain of events which is highly deterministic in nature, exists to counter the effect people, as totally random systems, have on business. It forms the baseline of the DCM^TM (Data centric Model) and represents a systemic breakdown of sub-sub systems to the last meaningful element in business; the transactions themselves, the basic work elements of an operating business, and then builds it back up from data produced by the delivery of transactions to show the link through different layers of complexity with Vision and Business Strategy. The basic premise of this model illustrates that a lack of thinking, formulation and agreement of an operating model influences the practices and the policies that govern them in business and ultimately the quality of information etc used in decision making.