Jeff Scott - Making the leap from Business Analyst to Business Architect

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Jeff Scott - Making the leap from Business Analyst to Business Architect

  1. 1. Making The Leap From Business Analyst To Business Architect Jeff Scott VP/ Business & Technology StrategyIIBA / UK Chapter -- June 18, 2012
  2. 2. My Mission: create successful business architects
  3. 3. Don’t listen to enterprise architects! “In theory, there is no Yogi Berra difference between theory and practice. In practice there is.”6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 3
  4. 4. Business architects have a wide varietyof backgrounds “What prior roles do business architects typically hold in your organization (immediately before becoming a business architect)?” Business analyst 60% Enterprise architect 42% Application or solution architect 39% Information or data architect 27% Business manager 27% Project lead or lead developer 26% Other business role 12% Other IT role 5% (multiple responses accepted) Source: Forrester Research6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 4
  5. 5. Business architecture is an ecosystem with many players Business Business Architect Architect [business] [IT] BPM EA Is business architecture Information Architect a function . . Business Analyst or a role? APM Business Manager Business Planner - Strategist Business Executive ???6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 5
  6. 6. Business architects architect in the enterprise context 2008 — 3% 2008 — 9% 2008 — 15% 2008 — 47% 2008 — 80%2008 — 39% Source: Forrester Research6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy.
  7. 7. Business units are the focus Who business architects spend their What business architects spend time with their time onNon-executive busienss leaders Working alone Internal BU alignment 19% IT professionals 35% Problem Solving IT senior managers 13% Enterprise Strategy EA team members Cross BU integration Business executives 34% External to the company 0% 5% 10% 15% 20% 25% Source: Forrester Research 6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 7
  8. 8. Business architecture is aboutexploration .... not standardization Mature  Experimentation  New ideas  Contradictions Innovation Frustration! Dormant 1987 2005 ?6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 8
  9. 9. What is business architecture?6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 9
  10. 10. The executive’s view6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 10
  11. 11. The organizational reality —strategy diffusion 75% 75% 75% 75% Strategic 75% 68% effectiveness coefficient 61% 55% 49%6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 11
  12. 12. Executives know they are not getting theexpected value from their strategies• In a 2010 HBR survey of 1000 executives, only 37% say their companies are “very good or excellent” at strategy execution.• Only 23% blame current economic conditions as a major factor in their lack of execution.Source: HBR 2010 Strategy Execution Survey6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 12
  13. 13. What does business architecture do?• Effective strategy - creates a direct, clear linkage between executive intent and organizational actions• Effective investments - provides a structured approach to making strategic and operational investment decisions• Effective operations – clarifies the cross-organizational operating model• Creates new insights and perspectives – encourages new thinking about how the company creates value Business architecture attributes: • Focuses on “what” the business needs to do rather than “how” it does it. • Resonates with business thinkers (CxOs), P&L owners, strategists, product planners, etc. • Can be directed at a specific context (ecosystem, enterprise, line of business, business unit) • Is information rich and data lite6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 13
  14. 14. Strategy to execution managementTHE PROCESS OF BUSINESS ARCHITECTURE6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 14
  15. 15. Becoming a business architect6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 15
  16. 16. Thinking shift # 1GIVE UP YOUR OLD PARADIGMS Thinking about thinking Think diffferent Thinking differently Acting differently Different results6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 17
  17. 17. Thinking shift # 2START WITH WHY What Jeff’s “why” How When we:  think innovatively,  work collaboratively, and Why  act strategically we create more value for our customers, shareholders, and employees. http://www.ted.com/talks/simon_sinek_how _great_leaders_inspire_action.html Adapted from: Start With Why, Simon Sinek6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 18
  18. 18. Thinking shift # 3 “SHOULD” SHOULDN’T MATTER What What should be can be What is6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 19
  19. 19. Thinking shift # 3 “SHOULD” SHOULDN’T MATTER What can be What is What should be6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 20
  20. 20. Thinking shift # 4OPPORTUNITY FOCUSED - NOT EFFICIENCY FOCUSEDRevenue growth Revenueis better Expense reduction is good Expense Profit = Revenue – Expense6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 21
  21. 21. Thinking shift # 5SOLVE THE WHOLE PROBLEM Context Situation Problem Symptom6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 22
  22. 22. Thinking shift # 6 COMPLEX PROBLEMS REQUIRE DIFFERENT APPROACHES Solution Context Problem Root cause6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 23
  23. 23. Become more business-savvyTHINK LIKE BUSINESS EXECUTIVES • Improve your business perspective — read! • Find a business mentor • Build relationships • Create a business architecture for your organization6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 24
  24. 24. Thank You Jeff Scott Email: Jeff.Scott@accelare.com Phone: +1-704-275-1725 LinkedIn: www.linkedin.com/in/logicalleap www.linkedin.com/company/accelare Web: www.accelare.com Twitter: @accelare Blog: http://jeffscott.accelare.com (The Business Architect)6/13/2012 © 2012 Accelare. Proprietary and confidential. Do not copy. 25

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