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Transcript of 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
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 2
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
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 3
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:
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 4
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.
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 5
EA IS A LEADING INTERNATIONAL PROVIDER OF
STRATEGY AND ARCHITECTURE SERVICES
Championing Practice Awareness in
the Community
• Chief Architect / CTO Round Tables
• Virtual Teaming & Practitioner
Collaboration
• Open Group Participation
• Industry Engagement
Lifetime Relationship with Practising
Architects
• Practitioner career lifecycle
management
• Architecture training and certification
• Professional development
• Community involvement
• PAYG payroll services
• Learning forums
Skills Uplift for Organisations &
Individuals
• TOGAF® 9.1 Certification
• ArchiMate® 2.0
• Advanced / Applied EA
• 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
• Resourcing & Talent
• Managed Services
Learning
Services
Architect
Services
Thought
Leadership
Enterprise
Services
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 6
JOIN THE
DISCUSSION F IND US AT:
Follow our blog: enterprisearchitects.com
@enterprisearchs @eatraining @daveo_ea
enterprise-architects
enterprisearchitects
EntArchitectsEA
Subscribe to our mailing list: [email protected]
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 7
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 8
“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)
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 9
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.
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 10
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
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 11
POSITIONING BUSINESS ARCHITECTURE
Business Architecture must connect strategy to business and IT change
Implementation
Strategy
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 12
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?
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 13
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
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 14
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
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 15
DIS
TION
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 16
What have these brands got to do with disruption?
WHAT IS DISRUPTION?
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 17
‘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…
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 18
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
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 20
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
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 21
BUSINESS CAPABILITIES
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 22
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
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 23
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…
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 24
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…
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 25
THE BUSINESS ‘CAPABILITY MODEL
The capability model represents the "map" of the organisation…
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 26
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
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 27
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
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Leads Generation
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Leads Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Broker Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Strategic Pipeline
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Tactical Pipeline
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Policy Acquisition
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Needs Analysis
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Product Selection
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Quotation & Illustration
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Application
ProcessPeople Info. Tech.
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
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Operations Management
ProcessPeople Info. Tech.
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
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Strategy & Execution
ProcessPeople Info. Tech.
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
Management ProcessPeople Info. Tech.
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
Management ProcessPeople Info. Tech.
N/A N/AN/A N/A
Enterprise
Architecture
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Finance & Actuarial
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Investment ProcessPeople Info. Tech.
N/A N/AN/A N/A
Capital
Management ProcessPeople Info. Tech.
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
Management ProcessPeople Info. Tech.
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
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Human Resource Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Employee
Development &
TrainingProcessPeople Info. Tech.
N/A N/AN/A N/A
Employee
Performance
ManagementProcessPeople Info. Tech.
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
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Information Technology Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Architecture
Management ProcessPeople Info. Tech.
N/A N/AN/A N/A
IT Vendor
Relationship
ManagementProcessPeople Info. Tech.
N/A N/AN/A N/A
IT Security & Risk
Management ProcessPeople Info. Tech.
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
ProcessPeople Info. Tech.
N/A N/AN/A N/A
External Relationship Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Regulatory
Relationship
ManagementProcessPeople Info. Tech.
N/A N/AN/A N/A
Investor
Relationship
ManagementProcessPeople Info. Tech.
N/A N/AN/A N/A
Government &
Industry Relationship
ManagementProcessPeople Info. Tech.
N/A N/AN/A N/A
Directors
Relationship
ManagementProcessPeople Info. Tech.
N/A N/AN/A N/A
Legal & Ethical
Management ProcessPeople Info. Tech.
N/A N/AN/A N/A
Public Relations
Management ProcessPeople Info. Tech.
N/A N/AN/A N/A
External
Administration
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Legal & Compliance
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Due Diligence ProcessPeople Info. Tech.
N/A N/AN/A N/A
Contract
Management ProcessPeople Info. Tech.
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
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Underwriting and Risk Management
ProcessPeople Info. Tech.
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
Management ProcessPeople Info. Tech.
N/A N/AN/A N/A
Business
Continuity
ManagementProcessPeople Info. Tech.
N/A N/AN/A N/A
Internal Audit
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Performance Management
ProcessPeople Info. Tech.
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
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Marketing
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Market & Data Analytics
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Campaign Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Product Launch
ProcessPeople Info. Tech.
N/A N/AN/A N/A
External Market
Communications
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Brand Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Promotions
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Advertising
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Channel Marketing
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Internal Sales Tools
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Product Manufacturing & Maintenance
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Product Research
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Product Development
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Product Packaging
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Reinsurance
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Pricing
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Product Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Product Service
ProcessPeople Info. Tech.
N/A N/AN/A N/A
New Business
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Underwriting
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Policy Owner Service (POS)
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Recurring Claims
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Lump Sum Claims
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Delivery Method Registration
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Policy Administration
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Consolidated Reporting
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Value Transaction
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Premium Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Payments Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Customer Service
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Claims Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Enquiries
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Complaints Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Retention
ProcessPeople Info. Tech.
N/A N/AN/A N/A
On-boarding
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Adviser Remuneration
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Client Development
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Specialist Training
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Client Servicing
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Partner Strategy & Support
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Client Communications
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Adviser Relationship
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
SponsorshipProcessPeople Info. Tech.
N/A N/AN/A N/A
Renewals
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Dealership Relationship
Management
ProcessPeople Info. Tech.
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
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 28
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
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Low Maturity
(Ad hoc)
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Low-Medium
Maturity
(Developing)
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Medium
Maturity
(Repeatable)
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Medium-High
Maturity
(Defined/
Managed)
ProcessPeople Info. Tech.
N/A N/AN/A N/A
High Maturity
(Optimised)
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Maturity
Unknown (Not
Assessed)
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Marketing
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Customer Service
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Business Development & Sales
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Client Development
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Product Manufacturing & Maintenance
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Product Service
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Operations Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Strategy & Execution
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Finance & Actuarial
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Human Resource Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Information Technology Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Underwriting and Risk Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Legal & Compliance
ProcessPeople Info. Tech.
N/A N/AN/A N/A
External Relationship Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Performance Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Value Transaction Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Process Execution
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Document Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Resource Allocation
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Business Process Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Knowledge Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Decisional & Business
Intelligence
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Premium Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Payments Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
New Business
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Underwriting
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Policy Owner Service (POS)
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Recurring Claims
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Policy Administration
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Consolidated Reporting
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Lump Sum Claims
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Delivery Method Registration
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Claims Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Enquiries
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Complaints Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Retention
ProcessPeople Info. Tech.
N/A N/AN/A N/A
On-boarding
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Adviser Remuneration
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Leads Generation
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Leads Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Broker Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Needs Analysis
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Product Selection
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Quotation & Illustration
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Strategic Pipeline
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Tactical Pipeline
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Policy Acquisition
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Application
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Tenders
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Specialist Training
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Client Servicing
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Partner Strategy & Support
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Renewals
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Consulting
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Dealership Relationship
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Sponsorship
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Client Communications
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Adviser Relationship
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Product Research
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Product Development
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Pricing
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Product Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Product Packaging
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Reinsurance
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Market & Data Analytics
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Campaign Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Product Launch
ProcessPeople Info. Tech.
N/A N/AN/A N/A
External Market
Communications
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Brand Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Promotions
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Advertising
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Internal Sales Tools
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Channel Marketing
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 Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Technical Operations Training
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Employee
Development &
Training
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Employee
Retention
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Talent
Recruitment and
Sourcing
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Candidate
Assessment
and Selection
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Succession
Planning
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Talent
Development &
Training
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Employment
Offers &
Contracts
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Government &
Industry
Relationship
ManagementProcessPeople Info. Tech.
N/A N/AN/A N/A
Employee
Performance
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Workforce
Planning
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Talent
Redeployment
& Retirement
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Regulatory
Relationship
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Directors
Relationship
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Legal & Ethical
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
External
Administration
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Investor
Relationship
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Public Relations
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Product/
Channels
Profitability
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Management
Reporting
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Corporate Risk
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Underwriting
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Business
Continuity
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Internal Audit
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Reinsurance
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Company
Secretary
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Due Diligence
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Advice
Provisioning
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Compliance
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Contract
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Architecture
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Application
Development
ProcessPeople Info. Tech.
N/A N/AN/A N/A
IT Service
Delivery
ProcessPeople Info. Tech.
N/A N/AN/A N/A
IT Security &
Risk
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Disaster
Recovery
ProcessPeople Info. Tech.
N/A N/AN/A N/A
IT Vendor
Relationship
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Process
Execution
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Infrastructure
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Investment
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Financial
Accounting
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Financial
Management &
Analysis
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Procurement
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Actuarial
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Statutory &
Regulatory
Reporting
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Capital
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Facilities
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Cash
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Strategy
Research
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Project Portfolio
Selection
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Benefits
Realisation
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Government
Policy
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Strategy
Management
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Project
Execution
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Enterprise
Architecture
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Strategy
Planning
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Project Portfolio
Prioritisation
ProcessPeople Info. Tech.
N/A N/AN/A N/A
Change
Management
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 29
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?
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 30
THE CAPABILITY DRIVEN
ROADMAP
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 31
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?
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 32
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 ’
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 33
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
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 34
“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
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 35
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 36
PROFESSIONAL
DEVELOPMENT
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 37
OUR COURSES
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 38
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
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 39
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
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 40
THANK YOU…
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 41