Business architecture breakfast briefing uk v1 1 0

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Business Architecture provides the linkage between defining the business strategy and implementing the business strategy.

Transcript of Business architecture breakfast briefing uk v1 1 0

  • BUSINESS ARCHITECTURE BREAKFAST BRIEFING2 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.
  • BUSINESS ARCHITECTURE BREAKFAST BRIEFING3 EA is a leading international provider of strategy and architecture services and capabilities 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
  • BUSINESS ARCHITECTURE BREAKFAST BRIEFING5 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.
  • BUSINESS ARCHITECTURE BREAKFAST BRIEFING6 EnterpriseArchitecture Outcomes Business Architecture is an integral part of the Enterprise Architecture Business Information Applications Technology SERVICES Business Architecture provides the crucial business context for the technical layers, aligning architecture services to provide coherent business outcomes
  • BUSINESS ARCHITECTURE BREAKFAST BRIEFING7 Implementation Strategy Positioning Business Architecture Business Architecture must connect strategy to business and IT change Business Architecture
  • BUSINESS ARCHITECTURE BREAKFAST BRIEFING9 What have these brands got to do with disruption? What is disruption?
  • BUSINESS ARCHITECTURE BREAKFAST BRIEFING10 Enterprise Lifecycle's 2014 Enterprise Architects PTY LTD PERORMANCE TIME ENTERPRISE BRAND PLATFORM BUSINESS MODEL BUSINESS COMPETENCIES PRODUCT Change is moving fasterand the Business Model shelf-life is shrinking Who is best placed to respond to this challenge? so Business Models become stale and must be renewed As what was once innovative becomes commoditised, value discipline orientation changes
  • BUSINESS ARCHITECTURE BREAKFAST BRIEFING11 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 Enterprise Architecture Who is best placed to understand and respond to this challenge?
  • BUSINESS ARCHITECTURE BREAKFAST BRIEFING12 ANALYTICAL THINKING INTUITIVE THINKING * From Roger Martin (2009) The Design of Business GOAL: Reliably produce consistent, predictable outcomes GOAL: Produce outcomes that meet desired objectives Architecture requires a balance of thinking styles The challenge is identifying the right skills in the organisation that are able to traverse the domains of innovative, intuitive thinking and reliable, analytical thinking. NPV EVA Operation Management Quality Management Corporate Governance Enterprise Patterns Portfolio Analysis IT Governance Value Engineering PRINCE2 Six Sigma & Lean Business Intelligence Strategic Traceability Financial Modelling Innovation Management Business Analysis Data visualisation Talent Management System Thinking Mission Business Model Design Stakeholder Value TOGAF Cost Engineering Solution Architecture Knowledge Ecosystem Six Thinking Hats Collective Intelligence Gamification Crowdsourcing Change Management Perception Management Wicked Problems Environmental Scanning Brand Management Integrative Thinking Goals Capability Five Forces Root Cause Analysis Product Management Search for The EA Headspace Business Architecture Our Focus Areas
  • BUSINESS ARCHITECTURE BREAKFAST BRIEFING13 Vision & Mission Design Thinking Business Outcomes Value Systems Innovation Systems Thinking Coherence Business Model Prototyping Capabilities Visualisation
  • BUSINESS ARCHITECTURE BREAKFAST BRIEFING14 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 Value 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 ARCHITECTURE BREAKFAST BRIEFING15 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 ARCHITECTURE BREAKFAST BRIEFING16 Capability Driven Capability driven architectures are designed to support the strategic objectives of an organisation Capabilities consist of people, process and technology To fully understand a capability all these components must exist regardless of their maturity level One of the ways we create coherence is through capability based planning Capability based planning is one of the tools that looks at the best mix of resources required to develop this coherence Mission Strategies Tactics Vision Goals Objectives Outcome CAPABILITY People Process Technology
  • BUSINESS ARCHITECTURE BREAKFAST BRIEFING17 What do Stakeholders talk to you about? Are we investing in the right areas across the enterprise? Is my investment portfolio balanced across my strategic and tactical issues 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? Workflow is inadequate for Product Development, Underwriting and Legal & Compliance First contact resolution is an important goal for Enquiries and Complaints Rolling out new products to customers is expensive and takes a long time,. Product Releases should be a BAU activity No correlation between product development and service delivery systems Management Reporting is complex and uses a lot of disparate systems and spreadsheets to produce We have key person dependencies in a number of teams Errors are only picked up at when the customer complains Knowledge, Document and Content Management is inadequate 50% of errors are associated with either missing a process step or sending paperwork to the wrong place Concerns, Pain, Issues, Problems, Constraints
  • BUSINESS ARCHITECTURE BREAKFAST BRIEFING18 Finding the Right Business Mixes This entails having a clear understanding of the act