creating enterprise value from business architecture
DESCRIPTION
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.TRANSCRIPT
Creating Value … Driving Execution
Blissful Consulting Corp
Today’s session Takeaways
5
Enterprises realize their vision and mission via strategic execution to create enduring value
Business Architecture aligns strategy to execution via a structured approach
Capability modeling, capability assessment and heatmapping are key activities in the process
Measurements of realized Business Value via audits confirm the effectiveness of this approach
Growth in Business Architecture Maturity is reflected in:
Improved communication and collaboration across the enterprise
Efficient and effective use of IT capital
Business Architecture Value Creation
6
Prioritized Program
Investments*
• Develop New Capabilities
• Enhance Current Capabilities
Application Portfolio
Mgmt
• Simplify Apps
• Consolidate
• Rationalize Information/Data
Technology Architecture*
• Standardize
• Streamline
• Re-platform
Business
Architecture
Analysis &
Outcomes
* Collectively represent desired Future State Architecture
Gold Medal Winners
“Connect the Dots”
7
Vision
• Clarity
• Buy-in
Strategy
• Articulates ‘how to’
• Initiatives
Capabilities
• People & Process
• IT
Programs
• Roadmap
• Investments
Business Architecture as a Program
Business Architecture as a Service
8
Business Architecture
Translate strategy, goals and initiatives (and associated metrics) into capabilities
Design business architecture that enables targeted business capabilities & processes
Execute enterprise technology strategy assessment and planning
Manage IT investment portfolio to achieve strategic goals and business results
Measure ROI and business value realized from IT investments
Key Outcomes & Deliverables
Business – IT alignment
Multi-Year Roadmap
IT Portfolio & Platform/Technology Initiatives
Telling the story – how Business Architecture
creates Enterprise Value
9
Case Study 1 – Rationalizing $150MM IT Investment Portfolio
Case Study 2 – Re-engineering a $20B Procurement Business
Case Study 3 – Defining Future State of Forecasting and Quota Management in Software Sales
Case Study 1 Roadmap of Operations
Engagement
10
Engagement Roadmap
11
Setting the stage
Capturing Strategy, Goals and Capabilities Needed
Assessing Capabilities (Value, Performance, Maturity)
Identifying Gaps/ Opportunities
Prioritizing Investments
Setting the stage –
Business Architecture primer for Stakeholders, Contributors
12
Business architecture is the translation of Business Strategy to prioritized Program investments that create and drive business value.
Business architecture success is enabled via Business stakeholder engagement IT and EA involvement
Business Architecture precedes, but is tightly integrated with Application Architecture Information Architecture Technology Architecture
Business architecture maturity is driven by formalizing the function and increasing awareness CxO sponsorship
Business Architecture creates deliverables that drive business success Capability Models Multi-Year Roadmaps Investment Prioritization Models
13
Business
Value
Definition
Business Strategy &
Future Trends
Strategic Planning
Manage Demand
Optimize Portfolio
Manage Portfolio
Manage Solution Delivery
IT Services & Operations
Strategic Planning
• Business Architecture
• Drives traceability across the business
(demand, programs, process,
technology, etc.
• Translates strategy into a roadmap of
capabilities needed to enable the
strategy
Manage Demand
• Facilitates capture and business case
development for strategic and tactical
demand
• Architectural planning informs demand
prioritization
Business Strategy & IT Outlook
• Provides a 3-5 year outlook of business
and IT vision, direction, priorities, and
goals
• Business Architecture completes
analysis of goals
Traceability
Business Architecture
Is a discipline that leverages a
structured approach to provide
executives with improved insights
into strategic planning and driving
greater business value via traceable
views across the business
Improved Insight & Traceability
Business Value Definition
identifies KPIs relevant to
strategy and capabilities to
calculate ROI
Technology Models,
Information Models
Setting the stage –
Business Architecture primer
Business and IT Alignment – Strategy and Goals Capture
12/11/2012 14
• Business Architecture
• Goals & Capabilities
• Planning Infrastructure (Tool/Repository)
Business-IT Alignment
• Capability Models
• Goals Analysis & Capability Mapping
• Gaps & Overlaps Business Analysis
• Prioritization
• Program Recommendations
• Consolidation Opportunities
Portfolio Planning & Optimization
Microsoft Confidential 15
Futuristic Networks Corp Strategy on a Page
IMP
ER
AT
IVE
S
Be the leading provider of high-performance network infrastructure by transforming the experience and economics of networking. Our strategy is centered on innovation and
customer value
Serve the high-performance networking requirements of global service providers, enterprises, and public sector organizations that view the network as critical to their
success
PR
IOR
ITIE
S
Leverage Position as Supplier of High-Performance Network Infrastructure
Maintain and Extend Technology Leadership
Be Strategic to Customers
Win workloads vs. Cisco Build Next Generation Enterprise Services Platform
Build a High Performing set of Roles
Drive Sales Excellence
Partner with Services to drive growth, deployment and penetration
Enable the Field to land the Enterprise Operating Plan
Land Sales basics through process & system simplification
Enable New IP-Based Services
Lead the future of productivity
Excel at Execution
Enable best in class Business & Relationship Management processes
and tools
Improve Customer and Partner satisfaction
Simplify the Communications Sector ecosystem
Scale Partner Led Industry Solution Area Selling
Capture the upside in Web2.0
Integrate customer and partner relationship management, and health
assessment practices, into a single CRM platform
• CM growth > Billed Revenue growth
• Total Selling Time > 60%
• Revenue/FTE CAGR 6-8% FY11-FY13
• CSAT Targets
• Deployment
• Platform Mix
Share of Wallet versus
• CSCO, IBM, HP
• Revenue growth 10% CAGR 2012-14
• Customer Adds
• Wins with Partners
VIS
ION
M
ISS
ION
O
UT
CO
ME
S
Enable Partners with Services to drive growth, deployment and penetration
16
Business Architecture: Goals Analysis
Goals analysis:
Analyzed Strategic Plan, Commitments, Operational Scorecard “What”
Description
KPI
“Impact”
Time
Improve Customer Experience strives to improve and orchestrate the end-to-end
experience, resulting in bringing new concepts to market quickly, revenue
growth and increased CPE, and will be measured by time to Customers' accepting
new Offerings, by 2010.
Goals Processes Information Systems Roles
Goals, specific objectives Process Frameworks
ITLC
Information Models Applications IT Roles
Strategic Plans, Programs, Commitments
Business Capability Map, Analysis
ITLC + Division Processes Subject Facet Model IT Business Apps ITLC Roles/CSP
Artifacts Required To Describe The Business
Key Takeaway
Business excellence and traceability starts with clear, consistent organizational goals
& commitments
Manage IT Services & Operations
(Jim Dubois, Walter Puschner)
Manage Service/Applications
Plan & Organize IT
(Lynn Kepl, Matt Kellerhals, Shahla Aly, Neville Rademeyer, Jim Dubois, Barry Briggs, Raj Biyani, Walter Puschner, Christopher Fernandez, Tony Oliver)
Manage Communications
(Lynn Kepl)
Manage Business Partner & Portfolio Planning
(Shahla Aly, Raj Biyani, Lynn Kepl)
Manage Planning & Strategy
(Lynn Kepl, Matt Kellerhals)
Manage Enterprise Architecture
(Barry Briggs, Jim Dubois)
Manage Portfolio Delivery
(Shahla Aly, Neville Rademeyer, Jim Dubois, Walter Puschner)
Manage Compliance & Risk
(Jim Dubois)
Manage Portfolio
(Shahla Aly)
Manage Services
Infrastructure
Manage IT
Operations
Manage Support
Optimize Portfolio
Manage IT Business
Policies
Align Business
Strategy
Manage Finances
(Matt Kellerhals)
Manage Demand
Manage Business
Demand
Manage Service
Request Demand
Manage Compliance
& Regulations
Manage Incidents
Manage Frameworks/
Methodologies
Optimize Project
Portfolio
Identify Opportunities
Manage Performance
(Lynn Kepl)
Manage Knowledge & Information
(Shahla Aly, Barry Briggs)
Manage IT Risk
Manage Data & Data
Quality
Manage Capacity
Manage Service
Continuity
Manage Security
Manage Security
Manage IT Lifecycle
Manage Service
Monitoring & Control
Manage Network
Manage Directory
Services
Manage Job Scheduling
Manage Enterprise
Operational Risk
Manage Problems
Manage Service
Request
Manage Communication
Services
Manage Collaboration
Systems
Develop Business
Plans
Maintain Strategic
Drivers
Maintain Roadmaps
Integrate With Corp
Strategic Planning
Maintain Strategic
Planning Process
Manage Planning
Responsibilities
Optimize Service
Portfolio
Administer Systems
Define Archival &
Retention
Manage Legal & Corporate Affairs
(Tony Oliver)
Manage ContractsManage IP
Manage External
Oversight
Manage Solution Delivery
Manage Legal Corp
Services
Manage Business
Group Legal CounselManage Gov’t &
Regulatory Affairs
Manage Reports/
Scorecards
Manage Product
Group Demand
Monitor Future Trends
Manage Data Centers
Manage Enterprise
Business Continuity
Manage Enterprise
Application Portfolio
Manage Suppliers
(Matt Kellerhals, Lynn Kepl)
Manage Sourcing
Strategy
Manage Supplier
Relations
Manage Procurement
Manage Business
Architecture
Manage Information
Architecture
Manage Infrastructure
Architecture
Manage Forecasts
Manage Capital
Manage/Allocate Costs
Manage Fixed Assets
Manage Facilities
Manage Fiscal Planning/
Budgets
Manage Venture
IntegrationManage Accounts
Payable
Optimize Product
Group Portfolio
Manage Quality/
Continuous
Improvement
Manage Business Partner Relations
(Shahla, Aly)
Manage Customer/
Partner Satisfaction
Manage Business
Needs
Develop Account
Strategy
Perform Business
Reviews
Manage Account Plan
Manage Assets
Manage Systems
Change
Monitor Service
Agreements
Manage Service
Availability
Manage Configuration
Manage Source Code
Manage Obsolescence
Govern IT
(Lynn Kepl)
Manage Business
Engagement
Manage Business
Readiness & Adoption
Manage Human Resources
(Christopher Fernandez)
Manage Recruiting
Manage Career Planning
& Development
Manage Learning &
Development
Plan/Manage Workforce
Manage Leadership &
Development
Manage Organizational
Design
Review Employee
Performance
Manage Organizational
Change
Manage Succession
Planning
Manage Collaboration
Manage IT Standards
Manage Business
Insights
Manage Diversity
Manage Strategic Plan
Manage Internal
Communications
Manage External
Communications
Manage Knowledge
Transfer
Manage Communities
Manage Storage
Define/Develop
Documentation &
Content Monitor/Evaluate
Performance
Drive Product Excellence
(Raj Biyani, Lynn Kepl)
Engage/Guide Product
Group
Adopt Technology
Manage Dogfooding
Showcase
Technology
Evangelize New
Product Opportunities
Influence Product
Direction
Incubate Technology
Manage Research &
Development
Align Business & IT
Manage Steering
Committees
Manage Benefits
Manage Transfer/
Termination
Manage Supplier Risk
Manage Internal
Controls
Manage IT Brand
Manage IT Value
Manage Architectural
Review Board
Manage Application
Architecture
Deploy Solution
Plan Solution
Close & Verify BenefitsManage Release/
Deployment
Manage Solution Development
Manage Requirements
Develop Business Case Design Solution
Manage Service
Design
Optimize Business
Processes
Manage Risk
Manage Project
Benefits
Manage Change
Manage Project
Resources
Manage Scope Manage Project
Performance/Reporting/
Monitoring
Build Solution
Manage Verification &
Testing
Manage Project
Initiation
Manage Solution
Quality
Manage Solution
Stakeholders
Manage Project
Planning
Manage Security Policies
& Risk
Maintain Enterprise
Architecture
Manage Portfolio
Funding
Manage Service Level
Expectations/Agreements
Drive Project
Management
Excellence
17
• Business Architecture
• Goals & Capabilities
• Planning Infrastructure (Tool/Repository)
Business-IT Alignment
• Capability Models
• Goals Analysis & Capability Mapping
• Gaps & Overlaps Business Analysis
• Prioritization
• Program Recommendations
• Consolidation Opportunities
Portfolio Planning & Optimization
Business Analysis – Capability models and gap
analysis
Capabilities
(example)
Assists With Analysis &
Prioritization
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Strategies
Goals
Mapping FY Initiatives
Mapping
Strategic
Areas
Prioritization
Value//Perform/Maturity
Key Business
Capabilities & Potential
Risks Of Achieving Goal
Business Architecture: Capability Identification 1 2 3
Manage Quotes
Manage Offers
Manage Orders
Manage
Entitlement
Manage Contract
Manage reports
Inform
Strategic
Planning
Provides traceability from goals to initiatives
Funded
Initiatives
18
Maturity
Readiness
Process
Resources
Goal
Value Performance
Business Capability Initiative Mapped Mapped
What is the likelihood that I can achieve the goal based on the
capability maturity?
• Do I have a sponsor?
• What are the high level state of my processes?
• Do I have resources applied to this capability to support the
achievement of the goal?
Which capabilities are considered more
important to success?
Which capabilities are supported by
organizational goals?
Are there any initiatives planned or in
flight that are implementing this capability
and goal?
Do I have goals for this initiative?
How is the capability performing
relative to the value to inform
prioritization?
Key Maturity Aspects Of Business Capability Maturity
• Readiness (sponsor) - None, Accountable Sponsor, Responsible Person
On Team
• Process - adhoc, intuitive, defined, monitored, optimized
• Resources - no resources to….. resources & tied to multi-year
roadmap
Business Architecture: Capability Modeling and Assessment
19
Presentation Roadmap
20
• Business Architecture
• Goals & Capabilities
• Planning Infrastructure
Business-IT Alignment
• Capability Models
• Goals Analysis & Capability Mapping
• Gaps & Overlaps Business Analysis
• Prioritization
• Program Recommendations
• Consolidation Opportunities
Portfolio Planning & Optimization
Portfolio Planning – Priorities and Optimization
Portfolio Planning & Optimization
21
View investment opportunities against quadrant (high value & high gap – low value & low gap)
Variations on gap analysis by plots against current funding levels, strategic objective weighted rankings and other dimensions.
Analysis
Business Architecture: Consolidated Process
22
Aggregation
Assessment & Gap Analysis 1. Analysis Of Capabilities, Goals, Initiatives 2. Develop recommendations and inform strategic planning
Initial Goals Analysis 1. Analyzed Capabilities, Goals & Initiatives 2. Identified areas to inform FY Strategic Planning
Goals Identification 1. Analyze Balanced Scorecard, Commitments
Architecture Models 1. Collect key architectural artifacts including process,
applications, information,, roles, etc 2. Provide scope and focus for architectural models 3. Load artifacts into repository for share/re-use
1 2 3
4 6 FY Strategic Planning
1. FY11 Strategic Planning Input 2. Planning analysis input
5
Ongoing FYxx
FYxx Roadmaps 1. Validate Analysis 2. Complete FYxx Plan 3. Complete 3 Yr Plan
7
Dec/Jan
Capability Map & Ratings 1. Establish capability scope 2. Assess relative importance, maturity and
performance 3. Identified relative overall prioritization of business
functions for further assessment
Val
ue
Mat
uri
ty
Pe
rfo
rman
ce
Mat
uri
ty G
AP
Init
iati
ves
Go
als
Monitor Future Trends 5 1 2 4
Manage IT Brand Image 5 1 3 4
Manage Product Group Demand 5 1 3 4 1
Develop Business Plans 5 2 2 3 1
Manage Business Architecture 5 2 2 3
Manage Information Architecture 5 2 3 3
Manage Application Architecture 5 2 2 3 9 3
Manage Intellectual Property & Licensing 5 2 2 3
Influence Product Direction 5 2 2 3 1 6
Design Project Solution 5 2 2 3 1 3
Align With Business Strategy 5 3 3 2
Maintain Enterprise Architecture 5 3 3 2 1
Manage Infrastructure Architecture 5 3 3 2 9 3
Manage Architectural Review Board 5 3 3 2 2 1
Maintain Planning Roadmaps 5 3 3 2 3 3
FY10 Strategy On A Page
Goals Processes Information Systems Roles
Goals, specific objectives Process Frameworks
ITLC
Information Models Applications IT Roles
Strategic Plans, Programs,
Commitments
MSIT Capability Map, Analysis
ITLC + Division
Processes
Subject Facet Model IT Business
Apps
ITLC
Roles/CSP
Artifacts Required To Describe The Business
Key Takeaway:
Enterprise Value Results from Investing in Capabilities that
Drive Growth, Operational Excellence and Customer Delight
Manage IT Services & Operations
(Jim Dubois, Walter Puschner)
Manage Service/Applications
Plan & Organize IT
(Lynn Kepl, Matt Kellerhals, Shahla Aly, Neville Rademeyer, Jim Dubois, Barry Briggs, Raj Biyani, Walter Puschner, Christopher Fernandez, Tony Oliver)
Manage Communications
(Lynn Kepl)
Manage Business Partner & Portfolio Planning
(Shahla Aly, Raj Biyani, Lynn Kepl)
Manage Planning & Strategy
(Lynn Kepl, Matt Kellerhals)
Manage Enterprise Architecture
(Barry Briggs, Jim Dubois, Shahla Aly)
Manage Portfolio Delivery
(Shahla Aly, Neville Rademeyer, Jim Dubois, Walter Puschner)
Manage Compliance & Risk
(Jim Dubois)
Manage Portfolio
(Shahla Aly)
Manage Services
Infrastructure
Manage IT
Operations
Manage Support
Optimize Portfolio
Manage IT Business
Policies
Align Business
Strategy
Manage Finances
(Matt Kellerhals)
Manage Demand
Manage Business
Demand
Manage Service
Request Demand
Manage Compliance
& Regulatioins
Manage Incidents
Manage Frameworks/
Methodologies
Optimize Project
Portfolio
Identify Opportunities
Manage Performance
(Lynn Kepl)
Manage Knowledge & Information
(Shahla Aly, Barry Briggs)
Manage IT Risk
Manage Data & Data
Quality
Manage Capacity
Manage Service
Continuity
Manage Security
Manage Security
Manage IT Lifecycle
Manage Service
Monitoring & Control
Manage Network
Manage Directory
Services
Manage Job Scheduling
Manage Enterprise
Operational Risk
Manage Problems
Manage Service
Request
Manage Communication
Services
Manage Collaboration
Systems
Develop Business
Plans
Maintain Strategic
Drivers
Maintain Roadmaps
Integrate With Corp
Strategic Planning
Maintain Strategic
Planning Process
Manage Planning
Responsibilities
Optimize Service
Portfolio
Administer Systems
Define Archival &
Retention
Manage Legal & Corporate Affairs
(Tony Oliver)
Manage ContractsManage IP
Manage External
Oversight
Manage Solution Delivery
Manage Legal Corp
Services
Manage Business
Group Legal CounselManage Gov’t &
Regulatory Affairs
Manage Reports/
Scorecards
Manage Product
Group Demand
Monitor Future Trends
Manage Data Centers
Manage Enterprise
Business Continuity
Manage Enterprise
Application Portfolio
Manage Suppliers
(Matt Kellerhals, Lynn Kepl)
Manage Sourcing
Strategy
Manage Supplier
Relations
Manage Procurement
Manage Business
Architecture
Manage Information
Architecture
Manage Infrastructure
Architecture
Manage Forecasts
Manage Capital
Manage/Allocate Costs
Manage Fixed Assets
Manage Facilities
Manage Fiscal Planning/
Budgets
Manage Venture
IntegrationManage Accounts
Payable
Optimize Product
Group Portfolio
Manage Quality/
Continuous
Improvement
Manage Business Partner Relations
(Shahla, Aly)
Manage Customer/
Partner Satisfaction
Manage Business
Needs
Develop Account
Strategy
Perform Business
Reviews
Manage Account Plan
Manage Assets
Manage Systems
Change
Monitor Service
Agreements
Manage Service
Availability
Manage Configuration
Manage Source Code
Manage Obsolescence
Govern IT
(Lynn Kepl)
Microsoft IT Business
CapabilitiesVersion 2.0 - 10/2009
Manage Business
Engagement
Manage Business
Readiness & Adoption
Manage Human Resources
(Christopher Fernandez)
Manage Recruiting
Manage Career Planning
& Development
Manage Learning &
Development
Plan/Manage Workforce
Manage Leadership &
Development
Manage Organizational
Design
Review Employee
Performance
Manage Organizational
Change
Manage Succession
Planning
Manage Collaboration
Manage IT Standards
Manage Business
Insights
Manage Diversity
Manage Strategic Plan
Manage Internal
Communications
Manage External
Communications
Manage Knowledge
Transfer
Manage Communities
Manage Storage
Define/Develop
Documentation &
Content Monitor/Evaluate
Performance
Drive Product Excellence
(Raj Biyani, Lynn Kepl)
Engage/Guide Product
Group
Adopt Technology
Manage Dogfooding
Showcase
Technology
Evangelize New
Product Opportunities
Influence Product
Direction
Incubate Technology
Manage Research &
Development
Align Business & IT
Manage Steering
Committees
Manage Benefits
Manage Transfer/
Termination
Manage Supplier Risk
Manage Internal
Controls
Manage IT Brand
Manage IT Value
Manage Architectural
Review Board
Manage Application
Architecture
Deploy Solution
Plan Solution
Close & Verify BenefitsManage Release/
Deployment
Manage Solution Development
Manage Requirements
Develop Business Case Design Solution
Manage Service
Design
Optimize Business
Processes
Manage Risk
Manage Project
Benefits
Manage Change
Manage Project
Resources
Manage Scope Manage Project
Performance/Reporting/
Monitoring
Build Solution
Manage Verification &
Testing
Manage Project
Initiation
Manage Solution
Quality
Manage Solution
Stakeholders
Manage Project
Planning
Manage Security Policies
& Risk
Maintain Enterprise
Architecture
Manage Portfolio
Funding
Manage Service Level
Agreements/Expectations
Drive Project
Management
Excellence
Medium
Low
High
Medium #
Large #
Low #
Maturity Goal Impact
16
Highest Value
Case Study 2 Future State of Procurement
23
Project Charter: Enable Enterprise-wide Procurement
Efficiency and Effectiveness
24
Develop a platform strategy that supports Procurement Group’s new multi-year business strategy & goals by:
Developing a 3 year outlook of IT vision, direction, priorities, and goals based on strategy
Architecture Planning Develop roadmap of capabilities needed to enable the business
strategy
Develop traceability matrix across the business (demand, programs, process, technology, etc.)
FY Demand Management Architectural planning that informs demand prioritization
Business Architecture Project Stages
Aggregation
Data gathering / Strategy Roll-up
Capability Analysis/YOY Spend
Application Road Mapping
Documented Roadmaps
Alignment between Business, IT and Architecture
Platform strategies
Business strategy
Application Strategy
25
26
Deliver recognized value to shareholders.
Stra
teg
ic
Pri
ori
tie
s G
oal
s/B
usi
ne
ss
Ob
jec
tiv
es
Mis
sio
n
Deliver maximum shareholder value for each dollar spent on the company’s behalf and set a new industry benchmark for efficiency,
effectiveness and innovation in procurement.
Me
asu
res
&
Tim
eli
ne
s V
isio
n
Cost Management Reduced Risk Reduced time to market
Category Management and Sourcing Business Alignment and Planning Supplier Relationship Management Our people and organizational
Capability
Develop consistent and specifically
scoped category planning process
Te
ne
ts
Improve knowledge sharing about
our top spend categories
Develop of annual procurement plans for
each geography and business division
Connect the category planning process
more tightly with the business partner
planning
Enhance supplier management focus
in category teams
Grow our teams capabilities
How we work together
Evangelism and Messaging
Enhanced Brand Facilitating Revenue
World Class Programs and Operations
Create greater efficiency for
stakeholders
Supplier Diversity
Vendor Privacy Assurance
Procurement KPIs and Metrics
Core and Extended Capabilities
27
• High Value
• High Maturity
Gap
• Low Value
• High Maturity
Gap
• High Value
• Low Maturity
Gap
• Low Value
• Low Maturity
Gap
Stabilize Invest
Sustain Process
Improvement
28
Recommendations
1. Define Metrics and Timelines for SOAP
2. Identify and capitalize on shared capabilities
3. Ensure resources are focused towards high gap capabilities
4. Map Goals to applications and capabilities
5. Continue Application Simplification
6. Focus High Impact Capabilities
7. Consolidate BI Platform
8. Manage Business-owned and IT-owned Applications holistically
9. Build Multi year program cost estimates
29
Case Study 3 Enterprise Software Sales – Future
State of Forecasting/Quota
Management
30
Engagement Focus
Concentrate on Field Sales Management Priority Areas
Forecasting
Quota Management
‘Shine the light’ on current portfolio, processes, capabilities and opportunities
Recommend path to streamlined future state with targeted investments and initiatives
31
Microsoft Confidential 32
32
SE
GM
EN
T O
BJE
CT
IVE
S
SO
AP
S
1 Feb, 2011 – v4.0 DS
Productivity & Effectiveness of Major Accounts Management
Grow & Compete in Major Accounts
Be Best in Class in Business Accounts Sales
Excellence
Drive Sales Excellence
Enable the Field to land the Enterprise Operating Plan
Land Sales basics through process & system simplification
Maximize SMB Long Time Value (LTV)
Enable best in class Business & Relationship Management
processes and tools
CA
PA
BIL
ITIE
S
Land consistent global forecasting process in concert with segments
Land shared pipeline view based on CRM
Provide better seller optics into pipeline, contribution to scorecard, etc. to reduce users creating their own portals to extract information into a useable format for running
their business.
Streamline Lead transfer through partners by aligning CRM, BI,
Metrics, and incentives
2.0 Manage Marketing
2.6 Manage Marketing Campaigns
2.7 Manage Targeting
2.24 Generate and Manage Lists
2.27 Manage Leads 2.30 Manage Market Forecast
2.25 Manage Marketing Contact Incidents
0-1 Objectives 2-3 Objectives 4+ Objectives
3.0 Manage Sales
3.2 Build Sales Plans 3.3 Manage Seller and Channel Incentives
3.6 Manage Sales/ Territory Planning
3.9 Plan Customer Accounts
3.11 Manage Telesales 3.14 Manage Opportunities3.19 Measure Sales
Performance
3.93 Manage Incentive Program Support
3.4 Manage Customer Segmentation
3.5 Manage Partner Segmentation
3.18 Measure Relationship Management 3.99 Manage Customer &
Partner Information
Be the Industry’s Leading Provider of Relationship Management Solutions Leverage Field Sales to Drive Customer Success from our products resulting in the Vision of the
Company being realized
Capability Matur. Gap Perf. Gap Weight
3.2 Build Sales Plans 1 2 12
3.2.6 Build sales quota 2 3 12
3.2.9 Reconcile Sales and Financial Forecasts 2 3 12
3.9 Plan Customer Accounts 2 2 10
3.14 Manage Opportunities 2 2 8
3.18 Measure Relationship Management -1 -1 8
3.19 Measure Sales Performance 2 2 12
4.4.1.1 Services Activity and Revenue Forecasting 1 2 10 • Capabilities with high gap value identify opportunities for
improvement - closure of performance gap primarily achieved
through solution development; closure of maturity gap through
managing to scorecard objectives and targets (people and process
maturity)
• Increase resolution of data points through assessment of
capabilities at more granular levels
• Increase value to inform planning and priority setting through
weighting Capability datapoints – in this case degree to which
Capability is in support of strategic objectives
33
Delivering a High Performance Salesforce
34
Capabilities derived from Enterprise Vision and Goals
Capabilities enabled via:
People
Process
Data
Tools
A streamlined tools architecture resulting from Business Architecture engagement enables improved performance via Field Sales
Enhanced capabilities results in customer retention, growth and Enterprise Value
Wrap-up Today’s session Takeaways
35
Enterprises realize their vision and mission via strategic execution to create enduring value
Business Architecture aligns strategy to execution via a structured approach
Capability modeling, capability assessment and heatmapping are key activities in the process
Measurements of realized Business Value via audits confirm the effectiveness of this approach
Growth in Business Architecture Maturity is reflected in:
Improved communication and collaboration across the enterprise
Efficient and effective use of IT capital
Questions & Contact Information
36
Sri Mandalaparthy
President/Founder
Blissful Consulting Corp
Business Architecture & Advisory Services
Sander Thomassen
Principal Business Architect
Appendix
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Business
Architecture A discipline that leverages a structured approach to provide executives insights into
strategic planning and creates value across the enterprise
Business
Architect Business Architect is a Strategy Consultant/ Trusted Advisor
Capability Defines the organization's desired or existing capacity to achieve a specific effect, goal or
objective. Enterprises consist of a portfolio or matrix of capabilities that are used in
various combinations to achieve outcomes
• Resources - who in the organization should conduct business reviews and is the
activity funded?
• Process – is a process defined (or not) to defined to conduct business reviews (process
may also be called Conduct Business Reviews)?
• Technology – is there specific technology that is used when conducting business
reviews?
• Information – do I have the right data necessary to effectively conduct business
reviews (critical business info, NSAT, who will be there, etc?
Capability
Modeling Capability Modeling exposes the business capabilities of an organization leveraging
methods which enable classification, prioritization and analysis of specific business
objectives. Capability Modeling analyzes business capabilities and assesses an
organization’s ability to achieve objectives by understanding their relationship to other
entities like resources, process, technology and information.
Business Architecture: What Is It?