Business 2.0

Making Leaders Successful Every Day

Business 2.0: It May Be Good Enough Today But Is It Good Enough for Tomorrow?

Derek Miers, Principal Analyst

@bpmfocus

September 10th, 2012


Holiday reading …If you are like me …

More to come … suggestions?


Whatever “it” is that you do … If it’s good enough today, it’s probably not going to be good enough tomorrow.

“Band-Aid” approach or “Wellness Program”


Each change program/project coexists with others:• Varying objectives, sponsors, scope and

methods.• Usually treated separately from the last

project.• At best, there is ad-hoc sharing of data, models,

methods or insights.• Little reusability of artifacts leading to

inconsistent language.Some change initiatives succeed – due to visibility and sponsorship – while others flounder regardless of merit.

How many projects/programs/initiatives do you have?

Business Architecture

An organized and repeatable approach

to describe and analyze an

organization’s business and operating

models to support a wide variety of

organizational change purposes; from

cost reduction and restructuring, to

process change and transformation.


How does business architecture support innovation?

Business architecture provides:• A framework for managing change.• A way of thinking about your

business outside-in.• A way of engaging people.

How can you support the organization to coordinate change?

Business architecture integrates organizational silos

Brand Definition, Service and Product Design & Customer Experience Design

CMO

Business Process Management, ERP,

Workflow, Business Rules, Events, SOA,

BI, MDM

CIO

Lean, Six SigmaContinuous

Improvement, Performance Improvement

COO

Future State or TargetOperating Model

Strategic Intent

Useful Abstractions

Realization


Strategic Intent

Dimension Description

Corporate structure Legal entities relationships

Markets Brand experience; Compete where?

Customer segments

Which types of customers?

Distribution channels

How will we reach them?

Value proposition What products and services?

Goals What metrics will we track to get there

How are we going to win


Abstractions


Products and Services

What is the customer’s journey and experience ?

Business capabilities

Both those we have and those we need to develop?Which ones to scale/reduce?

Processes To both implement and configure capabilities?

Governance What are the key responsibilities and how have we structured them?

Provide ways of articulating the operating model


Implementation


Organization How will we structure those responsibilities?

Sourcing Partners, suppliers

Location Where will we operate

Data How can we ensure we manage the language

Applications What are the implications for business applications

Infrastructure And where are we going to invest – cloud, on premise?

How is that going to work in reality?

Key perspectives

Business Architecture Perspectives

Strategy

Value

CapabilitiesServices

Processes

Integrate external pressures

B

Manager

Team ATeam BTeam C

Business Architecture

Internal ExternalStrategicdirectives

CustomerExpectations

NewRegulations

CompetitorActions

Balanced and consistent view

App portfolio

Newprogramcharter

PrioritizedBPM

initiativeCustomer

experience Servicedesign

Orgstructure


Lots of different uses for business architecture • Executing on top level business

strategy.• Optimizing enterprise performance.• Consistent process architecture.• Designing and coordinating change

programs such as new market/product lines, geographic expansion, and M&A

• Understanding costs and drivers.• Optimizing business and IT

investment decisions; Associated project portfolios.

• Organizational design and resource deployment.


In summary

1. Most organizational change is silo’d: business architecture integrates them

2. Business architecture relies on multiple perspectives to boost insight.

3. Business architecture value: a framework that guides coherent business change

Thank youDerek Miers

+44 20.7323.7670

[email protected]

@bpmfocus

Business 2.0

Business

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