understanding business architecture

B U S I N E S S A N A L Y S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 1

The Design of Business Using

Business Architecture

UNDERSTANDING

BUSINESS ARCHITECTURE

PRESENTED BY:

David O’Hara

Principal Consultant, EMEA


UNDERSTANDING BUSINESS

ARCHITECTURE

› Introduction

› What is Business Architecture?

› Responding to Disruption: Designing a Business Model

› The Capability View and the Business ‘Anchor’ Model

› Capability Model Overlays

› The Strategic Roadmap

› Professional Development

› Summary

› Q&A


INTRODUCTION

› 20 years in Business-facing roles in

the IT industry, mostly private

sector (Telco, Retail, FS…)

› Practice Manager (EMEA) at

Enterprise Architects

› Business Architecture practitioner

& trainer

› Specialising in Business

Architecture over 9+years:

» Business Engagement

» Business Motivation

» Capability Driven Planning

» Enterprise Roadmaps

» Building EA Practices

DAVID O’HARA

Enterprise /

Business Architect

TWITTER:

@DaveO_EA

BLOG:

www.davidaohara.com

EMAIL:

[email protected]

http://www.davidaohara.com/

mailto:[email protected]


CLICK TO EDIT MASTER TITLE STYLE

ABOUT

ENTERPRISE

ARCHITECTS

› Enterprise Architects (EA) is an

international professional services

firm providing strategy & architecture

services.

› Our vision is to be the most

respected specialist architecture

organisation globally, setting new

standards for effectiveness in strategy

execution.

› Our core value proposition is to help

clients unlock the value of their

investments using the principles of

architecture.

› We believe that architecture is

important and, when done well, will

profoundly improve corporate

performance.


EA IS A LEADING INTERNATIONAL PROVIDER OF

STRATEGY AND ARCHITECTURE SERVICES

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Individuals

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• Business Architecture

• Information Governance

• Solution Architecture

• BPMN

Strategic Relationship With

Corporate Clients

• Strategy & Architecture Capability

Improvement

• The delivery of strategic architecture

outcomes

• Architecture delivery Accelerator

Frameworks

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Architect

Services

Thought

Leadership

Enterprise

Services


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UNDERSTANDING

BUSINESS ARCHITECTURE


“ARCHITECTURE THINKING”

MO TIVATIO N MO DE L BUSINE SS MO DE L

SE RVIC E MO DE L

C APABIL ITY MO DE L

P e op le

RO ADMAP

G O VE RNANC E

* Closed feedback

loop to Motivation

Model

Vision

Strategy

Blueprinting

Roadmapping

Governance

I n f o rmat ion

Te chn o logy

P roce s s

Design Thinking: Empathise, Define, Ideate, Prototype, Test

MARKE T MODEL

MEANS ASSESSMENT

INFLUENCERS

ASSESSMENT

MEANS ENDS

MACRO

ENVIRONMENT

INDUSTRY

SCAN

SWOT PERFORMANCE

• Financial

• Customer

• Internal (current)

• Internal (long-term)


WHAT IS BUSINESS ARCHITECTURE?

We like to refer to it as “The design of business”

It is about giving strategic business objectives greater clarity and

structure by describing how they translate into operations.

The goal of Business Architecture is to operationalise business

strategy, thereby helping business leaders avoid a risky leap directly

from strategy to specific project investments.


EN

TE

RP

RIS

E

AR

CH

IT

EC

TU

RE

OUTCOMES

Business Architecture provides the crucial

business context for the ‘technical’ layers,

aligning architecture ‘services’ to provide

coherent business outcomes.

BUSINESS

ARCHITECTURE

IS AN INTEGRAL

PART OF THE

ENTERPRISE

ARCHITECTURE

BUSINESS

INFORMATION

APPLICATIONS

TECHNOLOGY

SER

VIC

ES


POSITIONING BUSINESS ARCHITECTURE

Business Architecture must connect strategy to business and IT change

Implementation

Strategy

Business Architecture


FAILURE POINTS BETWEEN STRATEGY

& IMPLEMENTATION

In navigating the minefield between strategy and execution there are multiple possible failure points

STRATEGY PROJECTS

Strategy not sufficiently

tied to operations

Needed capabilities not

properly understood or

measured

Planners not accountable

for delivery

Benefits aren’t

quantified or traced

back to original goals

The drivers of strategy

are often misaligned

Are we investing in the right areas

across the enterprise?

Is my investment portfolio

balanced across all of the

economic value add dimensions?

Are the strategic programs aligned,

or for that matter, are they the right

strategic programs?

There is a lot of activity going on

out there, how do I know we are

doing the right things?

Where can we take advantage of

synergies across the major

strategic programs?


HOW DOES

BUSINESS ARCHITECTURE HELP?

Then establishing the resources that are needed by the capabilities

and ensuring that architecture provides oversight at portfolio level

Business Architecture directly addresses the failure points between strategy and implementation…

Creating a clear view of the goals, value drivers and corresponding

levers that drive the strategy and the target Business Model

Clearly linking the strategy to operations

through CAPABILITIES

1

2

3


ARE WE DOING BUSINESS ARCHITECTURE? Value increases when mandate increases.

EA = IT Architecture

Improve project performance

EA = Enterprise-Wide

IT Architecture (EWITA)

Improve enterprise wide program

and portfolio performance

EA = Business Architecture (BA)

+ EWITA

Improve Business Performance

EA = Strategic Enabler

+ BA + EWITA

Improve Market Performance

(Shareholder Value)

A

B

VA

LU

E

M A N D A T E

C

E

EA = Product Architecture

+ BA + EWITA

Improve Product/Service Performance

D Business Architecture is

seen as a positive

progression away from IT

Maximise Product Profitability

Maximise Market Share

Maximise Customer Lifetime Value


DIS

TION


What have these brands got to do with disruption?

WHAT IS DISRUPTION?


‘Enterprise Lifecycle's

2014 © Enterprise Architects PTY LTD

PER

OR

MA

NC

E

TIME

ENTERPRISE

BRAND PLATFORM

BUSINESS MODEL

BUSINESS COMPETENCIES

PRODUCT

CHANGE IS MOVING FASTER…AND THE

BUSINESS MODEL SHELF-LIFE IS SHRINKING

W H O I S B E S T P L A C E D T O R E S P O N D T O T H I S C H A L L E N G E ?

…so Business Models become ‘stale’

and must be renewed

As what was once innovative

becomes commoditised, value

discipline orientation changes…


ENTERPRISES MUST LEARN HOW TO

DESIGN AND EXECUTE BUSINESS MODELS

› Architects deeply understand both Business Capability AND Technology…

› ….and how they can be remodelled around changes in business strategy

Business

Architecture

Who is best placed

to understand and

respond to this

challenge?

B U S I N E S S A N A L Y S I S C O N F E R E N C E E U R O P E 2 0 1 4 | © E N T E R P R I S E A R C H I T E C T S | PAGE 19 Business Analysis Conference Europe 2014

WHAT IS A BUSINESS MODEL?

Some Definitions

› “A Business Model is a set of activities which a company performs, how it performs them, and when it performs them, so as to offer its customers value whilst making a profit”

› Business Models – A Strategic Management Approach

› “A Business Model describes the rationale of how an organization creates, delivers, and captures value”

› Alex Osterwalder – Business Model Generation

› “A Business Model is a framework for creating value in a coherent manner” Craig Martin, Chief Architect @ EA

Valu

e

The Environment

The Business Model

Market

Model

Products and

Service

Model

Operating

Model

Markets

Industries

Customers

Market Segment

Channels

Customer

Relationships

Value Proposition

Offering: Products /

Services

Capabilities

Processes / Value

Chains

Business Services

Functions

Data

Applications

Technology


THE GOAL OF A GOOD

BUSINESS MODEL IS

TO CREATE

COHERENCE

Building coherence requires an understanding of

the components of a Business Model, and how to

assemble them in a manner that is innovative

and differentiating whilst maintaining stability.

› A Coherent Business Model is one that is

synchronised around:

» its market position,

» its product and service portfolio; and

» its most distinctive strategic capabilities

› All of the above working together as a system

The Environment

The Business Model

Market Model

Products and

Service Model

Operating

Model

Markets

Industries

Customers

Market Segment

Channels

Customer Relationships

Value Proposition

Offering: Products /

Services

Capabilities

Processes / Value Chains

Business Services

Functions

Data

Applications

Technology


BUSINESS CAPABILITIES


STRATEGIC COHERENCE

One of the ways we create coherence is

Through capability based planning.

Capability driven architectures are designed to

support the strategic objectives of an organisation.

Mission

Strategies

Tactics

Vision

Goals

Objectives OUTCOME

CAPABILITY

People

Process

Technology

Information

Capabilities consist of

people, process and

technology

To fully understand a

capability all these

components must

exist regardless of

their maturity level


WHAT IS A CAPABILITY?

› An ability that an organisation, person, or

system possesses. Capabilities are typically

expressed in general and high-level terms and

typically require a combination of organisation,

people, processes, and technology to achieve.

For example, marketing, customer contact, or

outbound telemarketing – The Open Group

› The power or ability to do something – Oxford

English Dictionary

› Measure of the ability of an entity (department,

organisation, person, system) to achieve its

objectives, specially in relation to its overall

mission – Business Dictionary

› The ability to perform or achieve certain actions

or outcomes through a set of controllable and

measurable faculties, features, functions,

processes, or services – Wikipedia

Some Definitions…


IDENTIFYING CAPABILITIES

› All enterprises have ‘capabilities’: Capabilities are

the things the enterprise must be able to DO in

order to fulfil its mission

› Capabilities will tend to persist over time

» What changes is the way in which the

capability is fulfilled (the ‘How’), who is

fulfilling the capability, where it takes place and

their importance to the business strategy

› Capabilities are expressed as outcomes and

should be agnostic of technology, product,

organisational unit, etc.

» Meaning the same capability could be

performed in different ways depending on

context, channel, etc.

› Capabilities can be described in a simple one-

page view… the Business Capability Model

Some Guidelines…


THE BUSINESS ‘CAPABILITY MODEL

The capability model represents the "map" of the organisation…


THE BUSINESS CAPABILITY MODEL

…and like a map of a city, the business anchor model can have many overlays, each communicating a different message based on the same underlying structure


INSURE Co. Business Capability Model Business Capability Model

Version: 2.0.0

Created: 18/03/2014 by Enterprise Architects

Updated: 15/05/2014 by Enterprise Architects

Sources: INSURE Co. Business Capabilities

Description: A Business Capability Model provides an anchor point for defining the organisation on a page, giving the stakeholders an overall view of the business. This identifies the organisation’s Products,

Services & Channels, supported by the Core and Enabling Capabilities. Partners, Suppliers, Stakeholders and Regulatory Bodies have been identified in relation to the overall organisation.

Concerns Addressed: What are the capabilities required to support the strategic direction and deliver consistent outcomes?

Stakeholders: Business Executives, Business Managers, Business SME’s, IT Executives, Solution Managers, Solution Designers, IT Operations, Project Teams and Architects

© Enterprise Architects (Vic) Pty Ltd 2014

Organisational Structure

Products & Services

Core Value Creating CapabilitiesPartners

Suppliers

Channels

Stakeholders

Auditors & Regulatory Bodies

Operations

Market Development and SourcingMarket Development and Sourcing Productising and BundlingProductising and Bundling Sales and DistributionSales and Distribution ServicingServicing

ProcessPeople Info. Tech.

N/A N/AN/A N/A

Business Development & Sales


N/A N/AN/A N/A

Leads Generation


N/A N/AN/A N/A

Leads Management


N/A N/AN/A N/A

Broker Management


N/A N/AN/A N/A

Strategic Pipeline


N/A N/AN/A N/A

Tactical Pipeline


N/A N/AN/A N/A

Policy Acquisition


N/A N/AN/A N/A

Needs Analysis


N/A N/AN/A N/A

Product Selection


N/A N/AN/A N/A

Quotation & Illustration


N/A N/AN/A N/A

Application


N/A N/AN/A N/A

Tenders

Shared Services

CEO

Head of Strategy & Planning

Head of Advisor

Services

Head of Group

Insurance

Strategy Delivery Manager –

Distribution & Marketing

Head of Direct

Marketing

Chief Information Officer Chief Investment OfficerChief Distribution & Marketing Officer Chief Finance Officer General Counsel & Company Secretary

Chief Risk

Officer

Reinsurance

Administration Manager

Head of Financial

Control

Taxation

Manager

Management of Reporting

Actuary

Retirement

Planning

Life

Insurance

Accident

Insurance

Health

Insurance

Employee

BenefitsCredit Life

Pension

Service

Group Retail Direct


N/A N/AN/A N/A

Operations Management


N/A N/AN/A N/A

Document Management ProcessPeople Info. Tech.

N/A N/AN/A N/A

Business Process ManagementProcessPeople Info. Tech.

N/A N/AN/A N/A

Decisional & Business

Intelligence ProcessPeople Info. Tech.

N/A N/AN/A N/A

Process Execution ProcessPeople Info. Tech.

N/A N/AN/A N/A

Resource AllocationProcessPeople Info. Tech.

N/A N/AN/A N/A

Knowledge Management ProcessPeople Info. Tech.

N/A N/AN/A N/A

Operational Performance

Management ProcessPeople Info. Tech.

N/A N/AN/A N/A

Operations Quality ManagementProcessPeople Info. Tech.

N/A N/AN/A N/A

Technical Operations Training


N/A N/AN/A N/A

Strategy & Execution


N/A N/AN/A N/A

Strategy

Research ProcessPeople Info. Tech.

N/A N/AN/A N/A

Strategy Planning ProcessPeople Info. Tech.

N/A N/AN/A N/A

Strategy


N/A N/AN/A N/A

Project Portfolio

Selection ProcessPeople Info. Tech.

N/A N/AN/A N/A

Project Portfolio

Prioritisation ProcessPeople Info. Tech.

N/A N/AN/A N/A

Benefits

Realisation ProcessPeople Info. Tech.

N/A N/AN/A N/A

Project Execution ProcessPeople Info. Tech.

N/A N/AN/A N/A

Government

PolicyProcessPeople Info. Tech.

N/A N/AN/A N/A

Change


N/A N/AN/A N/A

Enterprise

Architecture


N/A N/AN/A N/A

Finance & Actuarial


N/A N/AN/A N/A

Investment ProcessPeople Info. Tech.

N/A N/AN/A N/A

Capital


N/A N/AN/A N/A

Actuarial ProcessPeople Info. Tech.

N/A N/AN/A N/A

Financial

Accounting ProcessPeople Info. Tech.

N/A N/AN/A N/A

Facilities


N/A N/AN/A N/A

Financial

Management &

AnalysisProcessPeople Info. Tech.

N/A N/AN/A N/A

Statutory &

Regulatory

ReportingProcessPeople Info. Tech.

N/A N/AN/A N/A

Procurement

ManagementProcessPeople Info. Tech.

N/A N/AN/A N/A

Cash

Management


N/A N/AN/A N/A

Human Resource Management


N/A N/AN/A N/A

Employee

Development &

TrainingProcessPeople Info. Tech.

N/A N/AN/A N/A

Employee

Performance


N/A N/AN/A N/A

Succession

Planning ProcessPeople Info. Tech.

N/A N/AN/A N/A

Employee

Retention ProcessPeople Info. Tech.

N/A N/AN/A N/A

Workforce

Planning ProcessPeople Info. Tech.

N/A N/AN/A N/A

Talent

Recruitment and

SourcingProcessPeople Info. Tech.

N/A N/AN/A N/A

Talent

Development &

TrainingProcessPeople Info. Tech.

N/A N/AN/A N/A

Candidate

Assessment and

SelectionProcessPeople Info. Tech.

N/A N/AN/A N/A

Talent

Redeployment &

RetirementProcessPeople Info. Tech.

N/A N/AN/A N/A

Employment

Offers &

Contracts


N/A N/AN/A N/A

Information Technology Management


N/A N/AN/A N/A

Architecture


N/A N/AN/A N/A

IT Vendor

Relationship


N/A N/AN/A N/A

IT Security & Risk


N/A N/AN/A N/A

Application

Development ProcessPeople Info. Tech.

N/A N/AN/A N/A

Process

Execution ProcessPeople Info. Tech.

N/A N/AN/A N/A

IT Service

Delivery ProcessPeople Info. Tech.

N/A N/AN/A N/A

Disaster

Recovery ProcessPeople Info. Tech.

N/A N/AN/A N/A

Infrastructure


N/A N/AN/A N/A

External Relationship Management


N/A N/AN/A N/A

Regulatory

Relationship


N/A N/AN/A N/A

Investor

Relationship


N/A N/AN/A N/A

Government &

Industry Relationship


N/A N/AN/A N/A

Directors

Relationship


N/A N/AN/A N/A

Legal & Ethical


N/A N/AN/A N/A

Public Relations


N/A N/AN/A N/A

External

Administration

Management


N/A N/AN/A N/A

Legal & Compliance


N/A N/AN/A N/A

Due Diligence ProcessPeople Info. Tech.

N/A N/AN/A N/A

Contract


N/A N/AN/A N/A

Company

Secretary ProcessPeople Info. Tech.

N/A N/AN/A N/A

Advice

Provisioning ProcessPeople Info. Tech.

N/A N/AN/A N/A

Compliance


N/A N/AN/A N/A

Underwriting and Risk Management


N/A N/AN/A N/A

Underwriting ProcessPeople Info. Tech.

N/A N/AN/A N/A

Reinsurance ProcessPeople Info. Tech.

N/A N/AN/A N/A

Corporate Risk


N/A N/AN/A N/A

Business

Continuity


N/A N/AN/A N/A

Internal Audit


N/A N/AN/A N/A

Performance Management


N/A N/AN/A N/A

Product/Channels

Profitability ProcessPeople Info. Tech.

N/A N/AN/A N/A

Management

Reporting

Reinsurers

Banks

Sponsors

Agencies

Brokers

Banks

Reinsurers

Medical Practitioners

Law Firms

Recruitment Firms

Government and

Legislation

Regulatory Bodies

Industry Groups

Media

Market Sophistication


N/A N/AN/A N/A

Marketing


N/A N/AN/A N/A

Market & Data Analytics


N/A N/AN/A N/A

Campaign Management


N/A N/AN/A N/A

Product Launch


N/A N/AN/A N/A

External Market

Communications


N/A N/AN/A N/A

Brand Management


N/A N/AN/A N/A

Promotions


N/A N/AN/A N/A

Advertising


N/A N/AN/A N/A

Channel Marketing


N/A N/AN/A N/A

Internal Sales Tools


N/A N/AN/A N/A

Product Manufacturing & Maintenance


N/A N/AN/A N/A

Product Research


N/A N/AN/A N/A

Product Development


N/A N/AN/A N/A

Product Packaging


N/A N/AN/A N/A

Reinsurance


N/A N/AN/A N/A

Pricing


N/A N/AN/A N/A

Product Management


N/A N/AN/A N/A

Product Service


N/A N/AN/A N/A

New Business


N/A N/AN/A N/A

Underwriting


N/A N/AN/A N/A

Policy Owner Service (POS)


N/A N/AN/A N/A

Recurring Claims

Management


N/A N/AN/A N/A

Lump Sum Claims

Management


N/A N/AN/A N/A

Delivery Method Registration


N/A N/AN/A N/A

Policy Administration


N/A N/AN/A N/A

Consolidated Reporting


N/A N/AN/A N/A

Value Transaction

Management


N/A N/AN/A N/A

Premium Management


N/A N/AN/A N/A

Payments Management


N/A N/AN/A N/A

Customer Service


N/A N/AN/A N/A

Claims Management


N/A N/AN/A N/A

Enquiries


N/A N/AN/A N/A

Complaints Management


N/A N/AN/A N/A

Retention


N/A N/AN/A N/A

On-boarding


N/A N/AN/A N/A

Adviser Remuneration


N/A N/AN/A N/A

Client Development


N/A N/AN/A N/A

Specialist Training


N/A N/AN/A N/A

Client Servicing


N/A N/AN/A N/A

Partner Strategy & Support


N/A N/AN/A N/A

Client Communications


N/A N/AN/A N/A

Adviser Relationship

Management


N/A N/AN/A N/A

SponsorshipProcessPeople Info. Tech.

N/A N/AN/A N/A

Renewals


N/A N/AN/A N/A

Dealership Relationship

Management


N/A N/AN/A N/A

Consulting

Chief HR Officer Chief Operations Officer

Customer

Services Leader

Operations Leader: Underwriting &

Individual Life Relationships

Operations Leader: Administration &

Partner Support

Operations

Leader: Claims

INSURECO CAPABILITY MODEL


INSURE Co. Business Capability Model with Current Maturity Overlay Business Capability Model

Version: 3.0.0

Created: 18/03/2014 by Enterprise Architects

Updated: 15/05/2014 by Enterprise Architects

Sources:

Description: A Business Capability Model provides an anchor point for defining the organisation on a page, giving the stakeholders an overall view of the business. This overlay describes the level of maturity

of the capabilities that have been assessed.

Concerns Addressed: What are the capabilities required to support the strategic direction and deliver consistent outcomes? What are their levels of maturity?

Stakeholders: Business Executives, Business Managers, Business SME’s, IT Executives, Solution Managers, Solution Designers, IT Operations, Project Teams and Architects

© Enterprise Architects (Vic) Pty Ltd 2014

Maturity

Operations

Core Value Creating Capabilities

Market Development and Sourcing Productising and Bundling Sales and Distribution Servicing

Shared Services


N/A N/AN/A N/A

Low Maturity

(Ad hoc)


N/A N/AN/A N/A

Low-Medium

Maturity

(Developing)


N/A N/AN/A N/A

Medium

Maturity

(Repeatable)


N/A N/AN/A N/A

Medium-High

Maturity

(Defined/

Managed)


N/A N/AN/A N/A

High Maturity

(Optimised)


N/A N/AN/A N/A

Maturity

Unknown (Not

Assessed)


N/A N/AN/A N/A

Marketing


N/A N/AN/A N/A

Customer Service


N/A N/AN/A N/A

Business Development & Sales


N/A N/AN/A N/A

Client Development


N/A N/AN/A N/A

Product Manufacturing & Maintenance


N/A N/AN/A N/A

Product Service


N/A N/AN/A N/A

Operations Management


N/A N/AN/A N/A

Strategy & Execution


N/A N/AN/A N/A

Finance & Actuarial


N/A N/AN/A N/A

Human Resource Management


N/A N/AN/A N/A

Information Technology Management


N/A N/AN/A N/A

Underwriting and Risk Management


N/A N/AN/A N/A

Legal & Compliance


N/A N/AN/A N/A

External Relationship Management


N/A N/AN/A N/A

Performance Management


N/A N/AN/A N/A

Value Transaction Management


N/A N/AN/A N/A

Process Execution


N/A N/AN/A N/A

Document Management


N/A N/AN/A N/A

Resource Allocation


N/A N/AN/A N/A

Business Process Management


N/A N/AN/A N/A

Knowledge Management


N/A N/AN/A N/A

Decisional & Business

Intelligence


N/A N/AN/A N/A

Premium Management


N/A N/AN/A N/A

Payments Management


N/A N/AN/A N/A

New Business


N/A N/AN/A N/A

Underwriting


N/A N/AN/A N/A

Policy Owner Service (POS)


N/A N/AN/A N/A

Recurring Claims

Management


N/A N/AN/A N/A

Policy Administration


N/A N/AN/A N/A

Consolidated Reporting


N/A N/AN/A N/A

Lump Sum Claims

Management


N/A N/AN/A N/A

Delivery Method Registration


N/A N/AN/A N/A

Claims Management


N/A N/AN/A N/A

Enquiries


N/A N/AN/A N/A

Complaints Management


N/A N/AN/A N/A

Retention


N/A N/AN/A N/A

On-boarding


N/A N/AN/A N/A

Adviser Remuneration


N/A N/AN/A N/A

Leads Generation


N/A N/AN/A N/A

Leads Management


N/A N/AN/A N/A

Broker Management


N/A N/AN/A N/A

Needs Analysis


N/A N/AN/A N/A

Product Selection


N/A N/AN/A N/A

Quotation & Illustration


N/A N/AN/A N/A

Strategic Pipeline


N/A N/AN/A N/A

Tactical Pipeline


N/A N/AN/A N/A

Policy Acquisition


N/A N/AN/A N/A

Application


N/A N/AN/A N/A

Tenders


N/A N/AN/A N/A

Specialist Training


N/A N/AN/A N/A

Client Servicing


N/A N/AN/A N/A

Partner Strategy & Support


N/A N/AN/A N/A

Renewals


N/A N/AN/A N/A

Consulting


N/A N/AN/A N/A

Dealership Relationship

Management


N/A N/AN/A N/A

Sponsorship


N/A N/AN/A N/A

Client Communications


N/A N/AN/A N/A

Adviser Relationship

Management


N/A N/AN/A N/A

Product Research


N/A N/AN/A N/A

Product Development


N/A N/AN/A N/A

Pricing


N/A N/AN/A N/A

Product Management


N/A N/AN/A N/A

Product Packaging


N/A N/AN/A N/A

Reinsurance


N/A N/AN/A N/A

Market & Data Analytics


N/A N/AN/A N/A

Campaign Management


N/A N/AN/A N/A

Product Launch


N/A N/AN/A N/A

External Market

Communications


N/A N/AN/A N/A

Brand Management


N/A N/AN/A N/A

Promotions


N/A N/AN/A N/A

Advertising


N/A N/AN/A N/A

Internal Sales Tools


N/A N/AN/A N/A

Channel Marketing


N/A N/AN/A N/A

Operational Performance

Management


N/A N/AN/A N/A

Operations Quality Management


N/A N/AN/A N/A

Technical Operations Training


N/A N/AN/A N/A

Employee

Development &

Training


N/A N/AN/A N/A

Employee

Retention


N/A N/AN/A N/A

Talent

Recruitment and

Sourcing


N/A N/AN/A N/A

Candidate

Assessment

and Selection


N/A N/AN/A N/A

Succession

Planning


N/A N/AN/A N/A

Talent

Development &

Training


N/A N/AN/A N/A

Employment

Offers &

Contracts


N/A N/AN/A N/A

Government &

Industry

Relationship


N/A N/AN/A N/A

Employee

Performance

Management


N/A N/AN/A N/A

Workforce

Planning


N/A N/AN/A N/A

Talent

Redeployment

& Retirement


N/A N/AN/A N/A

Regulatory

Relationship

Management


N/A N/AN/A N/A

Directors

Relationship

Management


N/A N/AN/A N/A

Legal & Ethical

Management


N/A N/AN/A N/A

External

Administration

Management


N/A N/AN/A N/A

Investor

Relationship

Management


N/A N/AN/A N/A

Public Relations

Management


N/A N/AN/A N/A

Product/

Channels

Profitability


N/A N/AN/A N/A

Management

Reporting


N/A N/AN/A N/A

Corporate Risk

Management


N/A N/AN/A N/A

Underwriting


N/A N/AN/A N/A

Business

Continuity

Management


N/A N/AN/A N/A

Internal Audit


N/A N/AN/A N/A

Reinsurance


N/A N/AN/A N/A

Company

Secretary


N/A N/AN/A N/A

Due Diligence


N/A N/AN/A N/A

Advice

Provisioning


N/A N/AN/A N/A

Compliance


N/A N/AN/A N/A

Contract

Management


N/A N/AN/A N/A

Architecture

Management


N/A N/AN/A N/A

Application

Development


N/A N/AN/A N/A

IT Service

Delivery


N/A N/AN/A N/A

IT Security &

Risk

Management


N/A N/AN/A N/A

Disaster

Recovery


N/A N/AN/A N/A

IT Vendor

Relationship

Management


N/A N/AN/A N/A

Process

Execution


N/A N/AN/A N/A

Infrastructure


N/A N/AN/A N/A

Investment


N/A N/AN/A N/A

Financial

Accounting


N/A N/AN/A N/A

Financial

Management &

Analysis


N/A N/AN/A N/A

Procurement

Management


N/A N/AN/A N/A

Actuarial


N/A N/AN/A N/A

Statutory &

Regulatory

Reporting


N/A N/AN/A N/A

Capital

Management


N/A N/AN/A N/A

Facilities

Management


N/A N/AN/A N/A

Cash

Management


N/A N/AN/A N/A

Strategy

Research


N/A N/AN/A N/A

Project Portfolio

Selection


N/A N/AN/A N/A

Benefits

Realisation


N/A N/AN/A N/A

Government

Policy


N/A N/AN/A N/A

Strategy

Management


N/A N/AN/A N/A

Project

Execution


N/A N/AN/A N/A

Enterprise

Architecture


N/A N/AN/A N/A

Strategy

Planning


N/A N/AN/A N/A

Project Portfolio

Prioritisation


N/A N/AN/A N/A

Change

Management


COMBINING THE VIEWS

› Identifies Core and Differentiating

Capabilities and ranks Capabilities

according to their strategic

importance

› Identifies current and target Maturity

levels and gaps

› Provides a view of tactical /

operational Pain Points

› Enables us to understand where we

are currently investing and whether

our investments support the strategy

› Provides insight into where and how

we should be closing Capability

Maturity Gaps

› Provides the fact-base to inform

strategic planning

What does this tell us?


THE CAPABILITY DRIVEN

ROADMAP


THE ROADMAP VIEW CHALLENGE

Concerns

What is my current

investment roadmap to

achieve the required changes?

How are my strategic

objectives being realised

through my architecture and

program of work?

What are the changes

between the current state and

the future state of the

architecture?

Where are the

dependencies across the

program of work?


TRANSITION PLANNING

In order to move from the Current Environment to the

Target Environment, a series of initiatives must be

undertaken.

A Business Architecture approach to defining the

Transition Roadmap will enable informed decision

making, creating traceability from strategy to

implementation.

Developing a Capability-Driven Roadmap

Motivations Business

Model

Capability

Model

Target

Architecture

Maturity &

Gaps

Work

Packages

Current State

Architecture

Transitioning

‘ A N C H O R M O D E L S ’


CAPABILITY INCREMENTS

Capability Maturity Uplift is often Delivered in Multiple Increments

C A PA B I L I T Y

C A PA B I L I T Y I N C R E M E N T

PEOPLEDIMENSION

Individual Training

Collective Training

Professional Development

PROCESS DIMENSION

Concepts

Business Processes

Information Management

MATERIAL DIMENSION

Infrastructure

Information Technology

Equipment


“ARCHITECTURE THINKING”

MACRO

ENVIRONMENT INDUSTRY SCAN

INFLUENCERS

ASSESSMENT

MEANS ENDS

SWOT PERFORMANCE

• Financial

• Customer

• Internal (current)

• Internal (long-

term)

MOTIVATION MODEL BUSINESS MODEL

SERVICE MODEL

CAPABILITY MODEL

People

ROADMAP

GOVERNANCE

* Closed feedback

loop to Motivation

Model

Vision

Strategy

Blueprinting

Roadmapping

Governance

Information

Technology

Process

Design Thinking: Empathise, Define, Ideate, Prototype, Test

MARKET MODEL

MEANS ASSESSMENT


PROFESSIONAL

DEVELOPMENT


OUR COURSES


IDENTIFY GOALS

& OBJECTIVES

UNDERSTAND

BUSINESS

MOTIVATION

PROTOTYPE

BUSINESS MODEL

STRATEGIES

DEFINE

CAPABILITIES

ASSESS

CAPABILITIES

MATURITY

DEFINE FUTURE

STATE CAPABILITIES

MATURITY

ASSESS CURRENT

PROJECT ACTIVITY PLAN TRANSITION

DEFINE

VALUE CHAIN

COMPONENTS

1 2 3 4 5 6 7 8 9

Identify value chain

segments, channels,

offerings, clients

Assign KPIs to value

chain components

Rank importance of

models to achievement

of objectives

Use strategy ranking to

identify required

changes in values of

KPIs to achieve target

values

Identify capabilities to

enable achievement of

objectives

Group capabilities into

value chain segments

Decompose high level

KPIs to match the

capabilities

Assign KPIs to

capabilities

Define capabilities

components

Research best practices

and competitors for

each capability

Assess current maturity

of organization

capabilities

Obtain current values

for KPIs

Set target values for

KPIs

Identify target maturity

level for capabilities to

achieve target KPIs

Identify dependencies

between capabilities

based on their

components

Identify changes in the

capabilities

components to achieve

the target maturity

level

Define future state

capabilities maturity

levels

Catalogue required

changes to the

capability components

Catalogue required

changes in the value

chain structure & value

chain components

Catalogue in-

flight/planned

transformation

initiatives

Map in-flight/planned

initiatives to required

transformations

List transformations

required to address the

remaining gaps

Prioritize the full list of

transformation

initiatives

Analysis of business

dependencies

Sequence

transformation

initiatives

Alignment of

transformational plan

with other organization

programs

Assess future values of

high level KPIs

Identify strategic

themes

Identify drivers and

environmental factors

Decompose existing

strategies and refine if

required

Document SMART

Objectives

Map KPIs to strategies

Obtain current values

for decomposed KPIs

Obtain info on goals &

objectives (derive if

required)

Rank relative

importance of

objectives

Assign high level KPIs

to objectives

Gather current values

for the high level KPIs

Obtain target values for

the high level KPIs

WO

RK

STR

EA

MS

AC

TIV

ITIE

S

Develop prototype

strategic business

models

HOW : EXECUTING BUSINESS ARCHITECTURE

A Business Architecture Method – Applied Business Architecture – Four Days

PROBLEM DEFINITION

BUSINESS SCENARIOS

UTIL

ITY

OU

TP

UTS MEANS TO END

BUSINESS

MOTIVATION MODEL

BUSINESS MODEL

CANVAS

A VALUE SYSTEM

MODEL

A VALUE CHAIN

CAPABILITY ANCHOR

MODEL

STRATEGIC OVERLAY

CAPABILITY ANCHOR

MODEL WITH CURRENT

MATURITY OVERLAY

CAPABILITY ANCHOR

MODEL WITH TARGET

MATURITY OVERLAY

CAPABILITY ANCHOR

MODEL WITH PROJECT

OVERLAY

MATURITY, IMPACT

AND IN-FLIGHT

MATRIX AND DEVELOP

THE QUADRANT

GRAPHS

CAPABILITY ANCHOR

MODEL WITH HOTSPOT

OVERLAY

SEQUENCING MATRIX

TRANSITION PLAN

SUMMARISED

ROADMAP VIEW

Applying Business Architecture Course Outputs


RECAP

› Business Capabilities are an essential tool to help

us to look at the Business agnostically, speak a

common language and understand our strengths

and weaknesses in relation to strategy

Business Architecture Key Points

› Business Architecture provides the coherence

between Strategy and Implementation

› Linking programmes and projects to Business

Motivation (via Capabilities) provides traceability

from strategy to implementation


THANK YOU…