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FROM STRATEGY TO BUSINESS RESULTS: THE BABOK ® GUIDE V3 FRAMEWORK

Michele Maritato

IIBA® Director

Bridging the Gap between Strategy and ExecutionThe challenge for better business outcomes

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What is Strategy?

• Strategy Definition

• Strategy Implementation

• Strategy Execution

From Greek “ strategos”: general, commander of an army

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Defining the Strategy

• Corporate Strategy consists of making three choices :

• What should be the capabilities that distinguish the company?

• What should be the company’s comparative advantage in adding value to its individual businesses?

• What businesses should the company be in?

• For a Business Unit :

• Who should be the customers that define our target market?

• What should be the value proposition that differentiates our products and services with those customers?

• What should be the capabilities that make our business better than any other in delivering that value proposition?

HBR: Defining Strategy, Implementation, and Execution - Ken Favaro, March 31, 2015

What

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Implementing the Strategy

• Implementing a strategy consists of all the decisions and activities required to turn the two sets of strategic choices into reality

• If the Corporation has the capabilities, enterprise advantage, and business portfolio it wants, its strategy is implemented

• If the Unit has the customers, value proposition, and skills it has chosen to have,its strategy is also fully implemented

HBR: Defining Strategy, Implementation, and Execution - Ken Favaro, March 31, 2015

How

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Executing the Strategy

• This term defines the decisions and activities you undertake in order to turn your implemented strategy into success

• To achieve “execution excellence” is to realize the best possible results a strategy and its implementation will allow

HBR: Defining Strategy, Implementation, and Execution - Ken Favaro, March 31, 2015

How well

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OpportunitiesThreats

From Strategy to Business Results (1)

STRATEGYDEFINITION

STRATEGYIMPLEMENTATION

STRATEGYEXECUTION

“However beautiful the strategy, you should occasio nally look at the results ” (Sir Winston Churchill)

“An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive ad vantage”

(Jack Welch)

Constant status of CHANGE

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From Strategy to Business Results (2)

Strategy

- Project Activities

Programs

- Recurring Activities

Projects

RESULTS

Portfolio

Operations

“Building a visionary company requires 1%

vision and 99% alignment”

(Jim Collins & Jerry Porras, Built to Last)

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Challenges in Defining & Implementing the Strategy

1.The problem involves many stakeholders , with different value and priorities (at different levels of the organization) - STAKEHOLDER MGMT, NEEDS & EXPECTATIONS MGMT, PRIORITIZE, CONSENSUS

2.The issue’s root causes are complex and tangled - DEFINE THE PROBLEM, UNDERSTAND ROOT CAUSES, SOLUTION

3.The problem is difficult to come to grips with , and changes with every attempt to address it (because the context is dynamic ) - AGILE MINDSET, MOTIVATE, EVALUATE SOLUTION PERFORMANCES

4.The challenge has no precedent (uniqueness) - RISK MGMT, PLAN & CONTROL

5.There’s nothing to indicate the right answer to the problem - FOCUS ON ACTION, RISK MGMT

HBR: Defining Strategy, Implementation, and Execution - Ken Favaro, March 31, 2015*The 10 Properties of a wicked problem - Horst W.J. Rittel, Melvin M. Webber, 1973

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Challenges in Implementing &Executing the Strategy

1. Inadequate change management• What processes will have to change in

order to execute your strategy, and How? - CONTEXT

• How will you overcome any resistance to changes from employees? - PEOPLE

• What incentives could you put in place to encourage people to make the changes? - MOTIVATION

2. Poor information sharing• Who will need what information to

carry out the execution tasks? -COMMUNICATION

• How will you ensure that the right information flows to the right people? -COMMUNICATION

3. Lack of accountability• Who will be responsible for carrying out

each tasks, and How will you hold them accountable ? – ASSIGNMENT, PEOPLE, MOTIVATION

4. Insufficient skills• What skills will be essential for completing

the activities required and in what roles ? –PEOPLE, ORGANIZATION

5. Weak controls• How will you monitor and measure the

effectiveness of strategy execution? -CONTROLLING

• What controls will you put in place to make midcourse corrections if execution of the strategy gets off track? - CONTROLLING

www.safaribooksonline.com/blog/2015/02/19/closing-gap-strategy-execution-primer/

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Can Business Analysis help in overcoming these challenges?

And if yes, how?

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What is Business Analysis

• “The practice of enabling change in an enterprise by defining needsand recommending solutions that deliver value to stakeholders”

• The Business Analyst as a Change Enabler

• Understand the business context , the stakeholders

• Elicit needs and concerns

• Define the problem , create alignment

• Identify the root causes

• Define the solution , Innovate

• Describe the solution , assess the full impact and risks

• Communicate and “sell” (consensus) the solution

• Motivate people to work towards the solution

• Work with the people to implement the solution

• Validate the solution

• Evaluate the performances of the solution

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The Babok ® Guide Knowledge Areas1. Plan & Monitor the BA effort,

Identify the stakeholders

2. Understand stakeholders’ needs andconcerns

3. Model the needs for change, the future state & the change strategy

5. Assess the performance and value of a solution, support the value realization

4. Detail the strategy, verify, validate, describe the solution characteristics

6. Manage & maintain the strategy,Communicate and obtain consensus

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The Underlying Competencies

•Creative Thinking•Decision Making•Learning•Problem Solving•Systems Thinking•Conceptual Thinking•Visual Thinking

Analytical Thinking and

Problem Solving

Behavioral Characteris

tics

Business Knowledge

Communication Skills

Interaction Skills

Tools and Technology

•Creative Think.

•Decision Mak.

•Learning

•Problem Solv.

•Systems Think.

•Conceptual Thinking

•Visual Think.

•Ethics

•Personal Accountability

•Trustworthinss

•Organization & Time Management

•Adaptability

•Business Acumen

•Industry Knowledge

•Organization Knowledge

•Solution Knowledge

•Methodology Knowledge

•Verbal Communicat.

•Non-Verbal Communicat.

•Written Communicat.

•Listening

•Facilitation

•Leadership & Influencing

•Teamwork

•Negotiation & Conflict Resolution

•Teaching

•Office Productivity Tools & Technology

•Business Analysis Tools & Technology

•Communicat. Tools & Technology

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The Techniques

• Acceptance and Evaluation Criteria, Backlog Management, Balanced Scorecard , Benchmarking and Market Analysis , Brainstorming , Business Capability Analysis , Business Cases , Business Model Canvas , Business Rules Analysis, Collaborative Games, Concept Modelling , Data Dictionary, Data Flow Diagrams, Data Mining, Data Modelling, Decision Analysis , Decision Modelling, Document Analysis, Focus Groups, Functional Decomposition, Glossary, Interface Analysis, Interviews, Item Tracking, Lessons Learned, Metrics and Key Performance Indicators (KPIs) , Mind Mapping , Non-Functional Requirements Analysis, Observation , Organizational Modelling, Prioritization, Process Analysis , Process Modelling , Prototyping, Reviews, Risk Analysis and Management , Roles and Permissions Matrix, Root Cause Analysis , Scope Modelling , Sequence Diagrams, Stakeholder List, Map, or Personas , State Modelling, Survey or Questionnaire , SWOT Analysis , Use Cases and Scenarios, User Stories, Vendor Assessment, Workshops

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The Perspectives

Support toStrategy

The Business Process Management Perspective

The Business Architecture Perspective

The Agile Perspective

The Business IntelligencePerspective

The Information Technology Perspective

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Business Analysts in the Organization

• Enterprise Business Analyst• Business Process Analyst• Big Data / Decision Analyst

• Define Strategy• Align to Strategy• Inform Strategy

ENTERPRISE

FUNCTION

• Enterprise Business Analyst• Business Process Analyst• Business Analyst• Decision Support Analyst• Agile Analyst• Systems / Functional Analyst

• Define Change• Deliver Change• Support Change

PRJ/OPS• Support

Project/Operations

• Business Analyst• Service Analyst

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The Top 10 Business AnalysisTrends for 2015

www.modernanalyst.com/Resources/Articles/tabid/115/ID/3146/The-Top-10-Business-Analysis-Trends-for-2015.aspx

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Conclusions

• Strategy Definition, Implementation and Execution put the Organization in a continuous state of change

• Business Analysis is a fundamental discipline to dominate this continuous state of change

• Business Analysts as Change Enablers provide value to Strategy Definition, Implementation and Execution at all levels of the Organization

• The Babok® Guide is the standard defined by the IIBA®

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☺ Michele Maritato

� +39.335.5468934

� michele.maritato@iiba.org

www.iiba.org

michele.maritato

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Contact me

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Characteristics of a wicked problem

1. There is no definitive formulation of a wicked problem: it’s not possible to write a well-defined statement of the problem

2. Wicked problems have no stopping rule: the search for solutions never stops

3. Solutions to wicked problems are not true or false, but good or bad: is a matter of judgment

4. There is no immediate and no ultimate test of a solution to a wicked problem: solutions to wicked problems generate unexpected consequences, making it difficult to foresee and measure their effectiveness

5. Every solution to a wicked problem is a “one-shot” operation: every attempt counts significantly

6. Every wicked problem is essentially unique

7. Wicked problems do not have an exhaustively describable set of potential solutions , nor is there a well-described set of permissible operations that may be incorporated into the plan

8. Every wicked problem can be considered to be a symptom of another problem: it is entwined with other problems. However, those problems don’t have one root cause

9. The existence of a discrepancy representing a wicked problem can be explained in numerous ways . A wicked problem involves many stakeholders, who all have different ideas about what the problem really is and what its causes are

10. The planner has no right to be wrong. Problem solvers dealing with a wicked issue are held liable for the consequences of any actions they take, because those actions will have such a large impact and are hard to justify

HBR: Defining Strategy, Implementation, and Execution - Ken Favaro, March 31, 2015*The 10 Properties of a wicked problem - Horst W.J. Rittel, Melvin M. Webber, 1973

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Thank you

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