business education pack strategy on a page

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Building working strategy to leverage Business opportunity

Stakeholder Kick off workshop [email protected]

778-554-5673

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Sample Agenda

1. Define Business goals driving growth / efficiency2. Open discussion on business outcomes sought3. Capture business priorities (SWOT)

4. Communicate approach and vision (RACI)

5. Agree Key deliverables with stakeholders6. Call to action (people driven action)

A typical stakeholder strategy workshop

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Sample Business Problem Statement

• To ensure the ongoing effectiveness of key business process for which the Business Unit is accountable, requires a clear vision to exploit available data to perform better decision management.

• Defining the vision and approach will :– Elicit stakeholder engagement and feedback into existing business,

information, and technology initiatives– Develop working strategies to improve current practices and improve

existing information management capability

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An Agile Workshop Approach

This Workshop seeks to achieve the following

• Introduce to stakeholders, a simple approach to capture required business vision and outcomes needed.

• Provide a working communication tool to articulate the vision and champion the roadmap

• Provide evidence to wider stakeholders on action in play to mature capability1 through the use of robust business solutions.

1A capability is the combination of people, processes and tools working within a specific business area to provide value to the organization and its customers

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Terminology definitions • Capability: the combination of people, process and tools delivered as a

service to provide value to the company and its customers• Business Service: A group of functional practices owned by a capability and

used by employees and customers to gain measureable results• Business Objective: a statement that describes the point of the whole

thing e.g. Be the Energy provider of choice in British Columbia• Target: a measure of success in context of the objective e.g. raise the

number of customers using business services by 50%• Outcome: a statement of need that amasses value e.g. The company is seen

as a rewarding place to work• Requirement: a statement triggering changes in people and systems e.g.

ability to generate and push timely reports to key users• Interventions: the behaviors and actions that we want to change, stop

doing or start doing to increase business value.• Assets: the people, intellectual property (knowledge), information and

physical things that define the company enterprise.

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Define the business communication model to support the changes needed

Knowledge & Expertize

Solution Management

Business Capability

Model

Execution Method

Agile Enterprise Approach

References used to build the right business solution

The Value of achieving what is proposedThe do-ability to make the changes happen

Intellectual Property (IP) on benefits to achieve

What we use to facilitate joined up innovation

Step 1: Establish the business context to frame the solution against envisaged outcomes e.g.

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Agree Shareholder Deliverables to build trust

1. Strategy On A Page (S.O.A.P)(objectives, outcomes and

interventions)

2. Business Blueprint(Vision and Organizational

Impact)

3. Business Roadmap(Benefits to Capability to Assets

over time)

4. Technology Roadmap(Capability to Assets to

h/w, s/w stacks etc.)

BusinessCapability Catalogue

1 & 2 drive value while 3 & 4 drive action, Focus is with stakeholders that ‘run’ the business

Step 2: Focus on outcome driven value to shape the business case

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Communicate S.O.A.P structure and purpose

Executive focus:

Directorship focus:

Management focus:

Operational focus:

5 – 8 year Objectives

Outcomes by key themes e.g. Business, Information, Technology, Operational Communication etc.

Interventions to be planned and executed (i.e. changes to exiting practices)

12-18 month Objectives Targets defining success

Ways of working Capabilities included Benefits envisaged

• Produced as output from the stakeholder workshop• An immediate deliverable showing alignment on outcomes • Communicates shared views on needs and where stakeholders want to be• Separates the ‘what we need’ from the ‘what we want ’

Step 3: Provide “stakeholders” with education and examples to build their own SOAPs

SOAP Key Benefit: A stakeholder working communication tool showing business direction

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Energy Solutions & external relationsEnergy Solutions & external

relations

Energy Solutions & external relationsEnergy Solutions & external

relations

Get started: “Strategy On A Page”

Knowledge management

(theme)

Enterprise Integration

(theme)

Business UnitBusiness Unit

Business Unit

Information ManagementEducation & learning

Marketing

HR & Communications(1 page)

Portfolio Execution(theme)

Service Delivery(theme)

Business UnitBusiness Unit

Business Unit

Finance

Corporate ServicesField Operations

Customer Services (1 page)

e.g. Technology Department (1 page)

Other Business Unit SOAPs e.g.

SOAPs can be produced for a Business Unit (many capabilities) or a functional area (one capability)Using the SOAP method provides quick visibility on overlap opportunity between different BU outcomes.

Step 4: Define key Goals, Outcomes and benefits for each stakeholder

Risk Management

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2021 Information Technology Business Unit Operational Strategy

Strategic Objectives

Outcomes we want to achieve to improve our core capabilities

Commercial OutcomesWhat relationships are going to change as a result of this vision e.g. partners, suppliers, etc. contractual arrangements and duration etc

Operational OutcomesWhat operational efficiencies and transformations are required to achieve sustainable operating practices

Technology OutcomesWhat application, system and platform adjustments are envisaged to support capability maturity

Business OutcomesWhat will be the effect on our people, business processes and services relating to our capability

Information OutcomesWhat information entities are effected and the impact on intgegrity rules and information flows

Communication OutcomesWhat communications are going to take place internally and externally to falciate peoples readiness for the changes envisaged

· Improved customer satisfaction in IT service levels

· IT are more responsive in meeting business needs and brining innovation to the organization

· FortisBC is seen as a rewarding place to work·

· Standardize, rationalize and automate processes and information delivery where appropriate.

· Recognize the motivation, behaviors and factors that make people want to come to work.

· Ensure effective governance is applied in decision making processes to enable transition towards the agreed future state

· Provide value add services that directly relate to business goals

· Encourage behavior of “bringing your technology to work” to ensure we are seen as the right place to work

· Provide composite view of applications that support mobile and flexible working and behaviors of autonomy

· Provide increased technology transparency through better enterprise integration

· IT understands what the business does in business terms

· We provide a composite view of information to users as a consistent set of facts

· Information integrity is assumed as the normal

· Internal partnerships will be stronger· IT will hold a partner seat in meetings as

opposed to a supplier· Establish effective technology licensing models

that leverage the agility and decentralization sought by the Executive leadership

· Be an IT enabler of choice· Improve the IT partnership with other business

units by being perceived as a ‘yes’ organization leading with great options for innovation

· IT perceived as adding value to the other business units

· Build the behaviors that creates an outcome focused and accountable driven business unit at all levels of interaction between staff and customers

2011- 2013 Near-term objectivesSO1: Make it easy to engage and do business with our IT Business unit for both our internal customers and external partners

SO2: Grow the maturity of FortisBC business capabilities through the optimized use of our people and technology.

SO3: Provide a value add service through the continuous improvement of IT within financial targets

N02 – Build business change and knowledge management capability as a recognized service within the IT Business unit

Strategic targets (measures of success)ST1:Establish IT KPI reporting capability by 2012

ST 5:Published end-to end technology roadmap in 2012

ST 4:Increase customer perceived value of IT by X% over 12 months

ST 3:Maintain O&M budgets within x% financial variance

ST2: Use business capability cat for all sufficient changes by 2012

Interventions we want to take in the next 2 years

· Assessment of new business operating model to drive forward the executive view that IT Business Unit is a full business partner

· Assess skill set gap to support new operating plan, then create a plan to address the gap.

· Develop processes or plan that encourages employee empowerment.

· Drive forward an accountable outcome based culture that encourages innovation and individual talent

· Introduce an integrated information platform· Ensure mobility is a facet of the decision

making process. · Document our integration strategy to enable

business users with a consistent set of enterprise views generated from a range of easy to use applications

· Create sustainable agile applications feeding from an increasingly unified and flexible range of enterprise business information services

· Document our information strategy to enable business users with consistent enterprise views on our information assets

· Bring in-house intellectual property for critical areas to lower our sustainment costs and reliance on solution providers

· Document our vendor and asset management strategy to promote innovation and healthy competition between our vendors and partners

· Document our strategy for communication and create an enterprise information communication and education portal

Business Capability model – summary

Capability Model – How we organise and work

Business Information Services

· End to end business information services will enable and empower people to work with autonomy and a consistent set of facts

· Defining business services will enable the measurement of value to be objectively measured and therefore improved

Capability Management services

· Using a common language to describe the way we work and the value we bring will improve customer and stakeholder engagement

· A capability based planning will enable better understanding of the outcomes we want to achieve and who is accountable for what

Marketing & Communication

· Enriching our communication skills will lead to providing the right solutions at the right time to meet the business need

· Marketing what we offer and the quality of the services we provide will encourage people to do business with us

· Strategic behaviors we want to adopt to achieve our outcomes

· Recognize and embrace new ways of achieving required business outcomes.

· Build deep technology skills within IT.· Build a culture that empowers staff with the

skills and tools to achieve desired outcomes.· Develop greater understanding of the business

need to deliver new services and processes that make it easier to work efficiently

· Allow autonomy to achieve the right outcomes

· Gain credibility with other business units within FortisBC as being an equal partner in defining corporate transformation strategy

· Become proactive in driving change and avoiding operational problems resulting in less reactive behaviour

· Deliver an integrated range of enterprise services that are customer facing and enable others to easily do business with FortisBC

· Enable the rapid adoption of new technologies that enable FortisBC to be the provider of choice in the Utilities industry

· Provide an increasing simplified and unified transparent user experience

· Establish a unified view of information across the business that is agnostic to a given version or type of technology

· Achieve greater flexibility from our licensing models to drive shareholder value

· Enrich our communication and relationship at all levels with other business units

STRAWMAN – for review

V01 - 07/07/11

Finance & Asset Management

· Better decision planning around asset management will lead to better investments and greater staff satisfaction

· Recognizing all our assets (operational, technology Intellectual property, our people, our knowledge, information) as we make changes will deliver better results

SAMPLE V

IEW

to b

e re

place

d (MR)

N01 – Improve stakeholder perception of the incumbent IT service model through effective communication and leveraging of assets & skills

2021 Overview

What we will need

What we are aiming to achieve

Future Implications

How we will do this

Efficiency

- Automation of routine processes, including s/w updates

- More enterprise services

- Issues resolved quickly and once

Service tailored to Customer needs

- Personalised

- Proactive support

- Shared communication campaigns

Joined up services

- Whole corporate view (cross business unit)

- Consistent skills & knowledge

- enriched IT asset information& planning

Fewer, simpler products/processes

- Readily understood by customers and staff

- Common Information & application views

- Transparent processes & data

Asset Decision planning Business Information Services

Outstanding operation

- Remote & mobile locations

- Greater collaborative working realationships

- Skilled Customer facing people

- Greater customer competition

- Working with partners to deliver

An informed, adaptable organisation, underpinned by:

- Customer understanding

- Asset risk analysis

- Readiness to engage the Digital workforce

- KnowledgeManagement

- Focus on Service deliveryAnd execution

Working SOAP Example for illustration purposes only

SAMPLE

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Step 5: What to do next

1. Identify the ‘A’ccountable stakeholders to involve• Confirm key business milestones, and get going!

2. Secure commitment to collaborate on producing a SOAP to show what outcomes are required

• Agree content to populate the business case

3. Using the SOAP, prepare a business roadmap (visualization

of the steps to success) and Blueprint (organizational behavioral changes)

4. Agree Business solution priorities and business case

The SOAP is the outline strategy !A strategy is only as good as its ability to communicate intent and enrich outcomes

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Then the follow up action

Using the SOAP as a communication tool to align actions needed to achieve the right outcomes e.g.

– Established project controls are shaping delivery practices to produce quality solutions

– Secure commitments exist to produce a solution that meets the business goals for Q4

– Stakeholders remain aligned on the business vision, pace and rate of change being applied.

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Backup slides

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A ‘business’ solution is bigger than the technology

The goal is to facilitate the collective building of full solutions for each business capability / function

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Benefit Framework(Value based approach to measure success)

)Delivery Projects)

Defining a business change driven approach

Programs achieve outcomes while projects deliver the outputsArchitecture facilitates a capability driven value organized by business case

“Plan the business”

Delivery Project(Coordinated with business

solution outputs)

“Evolve the business”

Impacted Business

Unit

Lead Business

Unit

Enterprise Architecture (facilitator)

Business Unit stakeholders

“Run the business”

Business S.O.A.P(Objectives, Outcomes,

Interventions)

Business Roadmaps(capability benefit gained as

business services mature)

Business Blueprints(Vision, direction and new

business concepts)Program Business Case

(problem statement, Options, costs & benefit )

Business Solution(Fully defined solution

meeting stated outcomes)

Program?: CRM CapabilityProgram?: Systems integrity F/W

Program?: HR transformationProgram?: bus change mgr capability

Project Portfolio Schedule(Balanced plans; resources, time & cost)

“ARB Program Governance”Financial reporting period

“ARB Project Assurance”In flight monitoring

“ARB Enterprise Reference”5-8 year Long term view

Enterprise Capabilities

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EA Product Delivery – 9 month summary

Executive and stakeholder edification is essential in establishing the maturity pace of the Enterprise Architecture role

Business EngagementStakeholder alignment EA Products / Business Service offeringsStakeholder Engagement RACI

Capability ManagementCapability based planning educationCapability catalogueInformation catalogueService catalogue

EA DeliveryArchitecture knowledge baseProgram Management approach EA business case & blueprint

EA FunctionEA Function as a Business roleEA capability FrameworkBusiness Solution validation & assuranceOrganisational placement of EA value

25%

Phase 1(1 Sept – 30 Nov)

Phase 2(1 Dec – 29 Feb )

Phase 3(1 March – 31 May)

Phase Benefits and outcomesProvision of true EA services to other business

units

Phase Benefits and outcomesProcesses and

Tools are providing

required service levels

Phase Benefits and outcomes

Establish stakeholders,

procedures and capabilities to

deliver EA function

GOALTo Deliver first

class services to Sponsors &

stakeholders

Stakeholder

Engagement

Toolset Identified

< Capabilities

Activity (not yet planned)

Activity (in progress)

Activity (complete)

Milestone

Key

Program management education

Distribution’s BPM engagement secured

Education &

Comm

unication

EA toolset depolyed

Strategic Integrity Plan (SIP)Stakeholders engagement secured

Marketing / Business capabilities agreed

Programme Board formed

GIS Business Case published

EA Skills & Role

Management

EA Product Development

EA Education schedule rollout

Group MI solutionagreed

Interactive service identifed

GE upgrade

EA Services Agreement secured

EA frameworkagreed

GIS business case and blueprint agreed

GIS Program schedule secured in 2012 portfolio

Executive KPI agreed

4D modeling service defined

Risk Asset service defined

EA Communication strategy agreed

GIS capability Analytics service upgraded

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EA Maturity Phase 3: Continuous Improvement

EA Maturity Phase 1: Enablement

EA Maturity Phase 2: Engagement

Phase 3 OUTCOME

A value driven agenda for IT that is business outcome focused and directly supporting maturity of the business operating model

Phase 2OUTCOME

IT department matured from providing IT performance to enabling enterprise business performance

The EA business roadmap identifies by program driven maturity phases, key outcome based activities, delivery milestones and benefit realisation points that will occur as EA capability grows within The company. As the roadmap advances, KPI measurement will be shared with EA stakeholders to demonstrate the contribution and value EA is making to support realization of the overarching business vision and goals. Each phase is supported by a resource bound schedule of detailed work to achieve the phase outcomes shown on the right.

Key: Roadmap items

Outcome Based ActivityBenefit Realisation point Deliverable Milestones

CapabilityPlanning

Solution Governance

EA Strategy Development

EA Program Management

EA Product D

eliveryEA Skills &

Role m

anagement

EA Stakeholder engagement

Comm

unication & Education

EA Vision

Through active collaborationthe company achieves optimal usage from its business technology-based solutions to meet its goals and on-going corporate ambitions

Bus. Services of EA capability

Phase 1 OUTCOME

EA stakeholders recognize value in maturing IT’s current role to be the Business Technology provider across all departments

Working EA Business Roadmap - towards 2016

Roadmap Framework

EA Program Phases

EA Capability Business Services

EA Program Phase outcomes

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EA Maturity Phase 3: Continuous Improvement

EA Maturity Phase 1: Enablement

EA Maturity Phase 2: Engagement

Phase 3 OUTCOME

A value driven agenda for IT that is business outcome focused and directly supporting maturity of the business operating model

Phase 2OUTCOME

IT department matured from providing IT performance to enabling enterprise business performance

The EA business roadmap identifies by program driven maturity phases, key outcome based activities, delivery milestones and benefit realisation points that will occur as EA capability grows within The company. As the roadmap advances, KPI measurement will be shared with EA stakeholders to demonstrate the contribution and value EA is making to support realization of the overarching business vision and goals. Each phase is supported by a resource bound schedule of detailed work to achieve the phase outcomes shown on the right.

Key: Roadmap items

Outcome Based ActivityBenefit Realisation point Deliverable Milestones

CapabilityPlanning

Solution Governance

EA Strategy Development

EA Program Management

EA Product D

eliveryEA Skills &

Role m

anagement

EA Stakeholder engagement

Comm

unication & Education

EA Vision

Through active collaborationthe company achieves optimal usage from its business technology-based solutions to meet its goals and on-going corporate ambitions

Bus. Services of EA capability

Phase 1 OUTCOME

EA stakeholders recognize value in maturing IT’s current role to be the Business Technology provider across all departments

Working EA Business Roadmap - towards 2016

Enterprise GIS Enablement approach secured

Strategic Integrity Plan (SIP)Stakeholders engagement secured

EA education & guidance packs published to encouraged take up adoption

Solution Arch development drivebeing undertaken

Agreed capability & Info catalogue

EA phases & business maturity pace agreed

ARB maturity plan withbusiness units agreed

Secure ARB education & BU communication plan

Architecture Reference framework secured

EA facilitating business alignment workshops between stakeholders

ARB governanceused across company

Defined EA reporting cycle

Business outcome based IT service model

Use of business capability roadmaps secured

Agreed technology roadmap

Agile and strategically robust business solutions

Business Service metrics per business units established

GIS Business Case, Blueprint & Roadmap agreed Stakeholder decision planning based on effective KPI reporting

Common business technology language In use

Business capability driven targets established

Agreed skill sets and approach with IT suppliers

Stakeholder agreed operating models

Interactive EA knowledgebase

EA skill set gap and role alignment identified

Architecture information shown as a single view

Tools, deliverables, roles definitions, & processes identified

ARB role and engagement model established

EA toolset implemented

Agree skill sourcing approach & Identify resourcing forecasts

CSC toolset business case agreed

Technical capability roadmaps secured

Architecture governanceframework established

SIP Business Case, Blueprint & Roadmap agreed

Capability catalogue published

Information catalogue published

Distribution’s BPM engagement secured .

Architecture strategies Executive approved

Business Technology glossary identified. Stakeholders being educated on capability Based change techniques .

Stakeholder engagement plan established.

Key Business units educated on role of EA

EA disciplines Institutionalized .

2011 2012 2013 2014 2015

capability architecture reference material identified

EA & SA skill requirementssecured in 2012 portfolio

Defined IT Service roadmap

Gap analysis IT competencies Capability approach alignedto PPM methodology

Capability owners and process leads identified & agreed

Change portfolios arecapability driven & focused

Business Units in support of EA goals

Agreement to use capabilitydriven strategies & roadmaps

E2E Enterprise capabilityalignment established

To be Business Technology strategy secured

EA function value add recognizedby other business units

Capability driven strategies being used EA facilitating solution alignment

to business unit goals

IT operating as business technology partner

Architected solutions strengthen business opportunities

EA knowledge repository driving solution planning and definition

2016

Quality driven reviewof supplier value add

Executive driven agenda for EA

To be Business information strategy secured

Agile Business Technologyplatform

Publish EA program plan

The EA blueprint will explain the inter-dependencies and maturity rationale for each business service shown in the roadmap

IT is business performance focused

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Business Blueprints• Promotes communication on business unit opportunities being progressed.• Establishes key principles and policy driving organisational maturity.• Separates business innovation from solution definition• Expresses business change disciplines to foster & brigade support e.g.

– Capability maturity strategy – Customer Impact: value to customers– Stakeholder Impact: regulators, investors, suppliers & partners– Employee Improvements : new ways of working– Targeted business operating model – Measures to show success: objectives, targets, outcomes, interventions

• Provide and mature a holistic end-to-end understanding of drivers• Reduce complexity and duplication between adjoining business processes• Communicate business change agenda to incentivise supplier value add

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Roadmap Purpose

• Visualise the delivery of the business blueprint

• Establish capability direction and pace of maturity

• Consistently communicate required business outcome activity to invoke based on prioritized phasing of business benefit.

• Highlight dependencies between business unit & enterprise capabilities

• Highlight areas of corporate risk and provide contingent solutions.

• Assist in defining the business case to show benefit to cost justification

• Deliver maximum business benefit and value.

• Allow for immediate “quick wins” whilst maintaining strategic direction.

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