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© 2008 Systems in Context Ltd Introduction to Business Blueprinting 1
Business BlueprintingRealising the Business Vision
Agenda Business Change Business Risk Business Pitfalls Business Capabilities
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 2
Business ChangeThe Change Imperative
Change Drivers Heightened competition Increased buyer power Squeezed profit margins 'Fast-follower' strategies Technological advances Regulatory evolution etc.
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 3
Business Scenarios
Reconfiguring the Enterprise
Business Triggers Start-up & joint-venture Growth & diversification Mergers & acquisition Corporate restructuring Outsourcing & insourcing Operations rationalisation
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 4
Business RiskBetting the Firm
Risk Drivers 70% change failure rate Only 1 in 20 realise value Cost: financial + credibility Problem of implementation Failure to 'anchor' initiatives Lack of architecture/design
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 5
Business Solution
Business Blueprinting
Proposition From current to target state Guided/controlled transition Predictable business outcomes Empowered design authority “Joined-up” development From drivers to deliverables
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 6
Business Pitfalls
Catalogue Lack of business direction Lack of business foundations Inadequate decision-making Inadequate business design Operational misalignment Operational mistranslation Poor development management Poor development governance
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 7
Business Capabilities
Portfolio Strategy Architecture Decisioning Design Alignment Realisation Management Governance
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 8
Lack of DirectionA strategic vacuum
Points of Failure Absence of a business vision Inadequate terms of reference Inability to properly scope Omission of a route map
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 9
Business Strategy
From drivers to guidelines
Elements Visioning Steering Scoping Planning
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 10
Lack of FoundationsBuilding on quicksand
Points of Failure Jumping straight from
strategy into execution Missing out the underlying
business model Absence of holistic view:
design 'fragmentation'
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 11
Business Architecture
Architectural framework
Elements Segmentation Partitioning Levelling Integration
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 12
Inadequate Decision-MakingMaking it up as we go along
Points of Failure No transparency or traceability
of decision-making Decisions taken 'on-the-fly'
without effective governance Tactical decision-making in
place of strategic D-M Decisions by junior personnel
have strategic repercussions
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 13
Business Decisioning
Decision-making framework
Elements Definition Formation Composition Attribution
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Inadequate DesignDesign by default
Points of Failure No real business design Only business analysis (& low-level process design) But plenty of IT design! Development becomes IT-led 'Requirements' trump 'Vision'
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 15
Business Design
Generating the operating model
Elements Specification Configuration Orchestration Association
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 16
Operational MisalignmentThe wrong trajectory
Points of Failure Business Drivers superceded
by Business Requirements No on-going referral back to
Business Vision & Strategy Business Case becomes
'shelf-ware' and ignored Lack of rigorous, on-going
Business Benefits tracking
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 17
Business Alignment
Evaluating the operating model
Elements Strategic Fit Architectural Compliance Operational Performance Financial Justification
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 18
Operational MistranslationDevelopmental disconnect
Points of Failure Business Architecture trails
portfolio/programme formation Disconnect between Business
Design and delivery projects Operating Model Deltas and
project deliverables at odds Portfolio and programme mis-
scoping and mis-structuring
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 19
Business Realisation
From design to deliverables
Elements Clustering Assigning Tranching Mapping
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Poor ManagementManagement fragmentation
Points of Failure No linking of project portfolio
to operating model route map No linking of risks to
operating model route map No linking of benefits to
operating model route map No linking of roll-out plan to
operating model route map
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 21
Business Management
Management framework
Elements Portfolio Management Risk Management Benefits Management Migration Management
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 22
Poor GovernanceRunaway change initiatives
Points of Failure Lack of programme oversight Inadequate project guidance Dilution of change imperative Triumph of business inertia Inability to remove roadblocks Lack of Design Authority role
© 2008 Systems in Context Ltd Introduction to Business Blueprinting 23
Business Governance
Governance framework
Elements Requirements Governance Bus. Design Governance IT Design Governance E2E Testing Governance