OMG 2014 Business Architecture Innovation Summit - Aligning design with Business Architecture

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Aligning design with Business Architecture, enabling the creation of a 360 model of the business. The core focus of any business should be customers, and outcomes. These are key components of any business model. This presentation demonstrates how this is possible by combining design and business architecture. These combination of disciplines helps to create the elusive 360 model, and almost leads to a co-evolution of the customer, and the business.

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OMG 2014 Business Architecture Innovation Summit - Aligning design with Business Architecture

  1. 1. Aligning Design with Business Architecture Creating the elusive 360 model of the business Mike Clark, Business Designer
  2. 2. Traditional decision making environment
  3. 3. Traditional Business Focus Areas
  4. 4. A focus on long term planning Traditional Business Focus Areas
  5. 5. Traditional Business Focus Areas A need to understand the inner workings of the organisation A focus on long term planning
  6. 6. Traditional Business Focus Areas Greater focus on business operations vs. customers A need to understand the inner workings of the organisation A focus on long term planning
  7. 7. Traditional Business Focus Areas Focused on delivering requirements vs. outcomes Greater focus on business operations vs. customers A need to understand the inner workings of the organisation A focus on long term planning
  8. 8. Traditional Business Focus Areas Return on investment is tied to the longer term plan Focused on delivering requirements vs. outcomes Greater focus on business operations vs. customers A need to understand the inner workings of the organisation A focus on long term planning
  9. 9. Traditional Business Focus Areas Understand the key products of the organisation, and maximise profit Return on investment is tied to the longer term plan Focused on delivering requirements vs. outcomes Greater focus on business operations vs. customers A need to understand the inner workings of the organisation A focus on long term planning
  10. 10. Traditional Business Focus Areas Focused on driving shareholder value, with limited complexity Understand the key products of the organisation, and maximise profit Return on investment is tied to the longer term plan Focused on delivering requirements vs. outcomes Greater focus on business operations vs. customers A need to understand the inner workings of the organisation A focus on long term planning
  11. 11. How has Architecture responded?
  12. 12. Build a bridge between all business areas
  13. 13. Adopted a variety of frameworks
  14. 14. Developed a toolbox of standards, methods and competencies
  15. 15. customer capabilities offerings locations process people Built out the stock room of the business, which enables reuse, traceability and common language
  16. 16. Used the stock room to create integrated viewpoints customer people process offerings capabilities locations Business Model Viewpoint Business Architecture Viewpoint
  17. 17. Enabled the organisation to build holistic views clear view of horizontal business impacts prioritise business and IT transformation programmes common language across the wider organisation rapid impact analysis, providing transparency into complex business challenges
  18. 18. Seems sensible, but then things changed...
  19. 19. Customer Facebook YouTube Innovation Twitter MediaDesign Services QualityExpectations social network
  20. 20. The customer is now almost part of the organisation, they have the power to make or break an organisation
  21. 21. Unpredictable economy and regulatory constraints are forcing organisations to change on a daily basis, whilst still trying to respond to customer needs
  22. 22. New Business Focus Areas
  23. 23. New Business Focus Areas A focus on short term adaptable planning, but still keeping a longer term view
  24. 24. New Business Focus Areas A focus on short term adaptable planning, but still keeping a longer term view A need to understand the customers and their needs
  25. 25. New Business Focus Areas Greater focus on how the business is aligned to the customer needs A focus on short term adaptable planning, but still keeping a longer term view A need to understand the customers and their needs
  26. 26. New Business Focus Areas Greater focus on how the business is aligned to the customer needs Focused on delivering outcomes with a clear value A focus on short term adaptable planning, but still keeping a longer term view A need to understand the customers and their needs
  27. 27. New Business Focus Areas Greater focus on how the business is aligned to the customer needs Focused on delivering outcomes with a clear value Return on investment is aligned to every activity and is realised almost daily A focus on short term adaptable planning, but still keeping a longer term view A need to understand the customers and their needs
  28. 28. New Business Focus Areas Understand the key services and maximise the customer experience Greater focus on how the business is aligned to the customer needs Focused on delivering outcomes with a clear value Return on investment is aligned to every activity and is realised almost daily A focus on short term adaptable planning, but still keeping a longer term view A need to understand the customers and their needs
  29. 29. Understand the key services and maximise the customer experience Greater focus on how the business is aligned to the customer needs Focused on delivering outcomes with a clear value Return on investment is aligned to every activity and is realised almost daily Focused on driving many aspects of value i.e. customer, business, shareholder New Business Focus Areas A focus on short term adaptable planning, but still keeping a longer term view A need to understand the customers and their needs
  30. 30. Customer and their needs?
  31. 31. The reason customers use our offerings, is to achieve needs in their lives Without these needs, we would have no customers
  32. 32. Customer as a person
  33. 33. Customer and their metrics Customers use a set of metrics (performance measure) to judge how well a need is being fulfilled and how an offering performs
  34. 34. Customer interactions Customers are able to interact with the organisation through a variety of channels In some cases the customer feels part of the organisation due to the vast amount of information now available
  35. 35. Customer and their Brand Perceptions Customers now have so much choice, the brand message and customers perception of the organisation become more crucial
  36. 36. Organisation and the customer aligned?
  37. 37. Have we solved the customer challenge? Through all the efforts of architecture and standardisation, why do customers still feel frustrated?
  38. 38. The Gap GAP GAP Customer Outside in Inside Out Organisation Technology Capability Resources Process Offerings Expectations Motivations Needs Experience Desired outcomes Service quality
  39. 39. Thinking differently
  40. 40. Bringing Design into Architecture
  41. 41. Incorporating Design with architecture enables us to focus on the experience of the customer with an alignment to business delivery
  42. 42. Incorporating Design with architecture enables us to focus on the experience of the customer with an alignment to business delivery By designing the business around the experience (instead of the experience around the business) you create a more customer focused organisation
  43. 43. The customer is brought into architecture Customer Outside in Inside Out Offerings Capabilities Channels Processes Brand Promise Needs Brand Experience Experiences Motivations Constraints Organisation Full Alignment
  44. 44. Needs Delivery/Manage Common information Alignment Full Common information Full outside in and inside out alignment The customer is brought into architecture
  45. 45. Achieve Full Impact Analysis Incorporating Design with architecture enables us to focus on the experience of the customer with an alignment to business delivery
  46. 46. Creation of a new approach
  47. 47. We create a standard view of customer
  48. 48. The New Model Mike Clark & Nick Malik 2013
  49. 49. New Viewpoints Mike Clark & Milan Guenther 2013
  50. 50. We start to focus on outcomes
  51. 51. Customer desired outcomes
  52. 52. Business implementation of outcomes
  53. 53. Benefits realisation
  54. 54. We adopt a new approach to change
  55. 55. We start to focus on the needs the business serves, and how they serve them
  56. 56. We can then think about the ends and means (products, pricing and channels) and how they effect the offerings
  57. 57. Then consider how the business builds its offerings (capabilities product bundling and including regulatory aspects)
  58. 58. Finally consider how the business will grow (focus on the end in mind)
  59. 59. The benefits
  60. 60. Customer needs consistently aligned to the delivery By understanding the tasks our customer performs we are able to align these to the various offerings and capabilities the business requires to put in place to enable the customer needs
  61. 61. The business is designed around the experience Being able to align the customer needs with the business delivery ensures that customers get what they want
  62. 62. What else is in it for you? Full “Outside in” and “Inside out” alignment
  63. 63. What else is in it for you? Full “Outside in” and “Inside out” alignment Architecture rigor to customer design
  64. 64. What else is in it for you? Focused marketing, targeting the right customers, through the right channels Full “Outside in” and “Inside out” alignment Architecture rigor to customer design
  65. 65. What else is in it for you? Architecture aligned to the experience ensures the business model is designed around the customer Focused marketing, targeting the right customers, through the right channels Full “Outside in” and “Inside out” alignment Architecture rigor to customer design
  66. 66. What else is in it for you? Business change focused on the customer experience and service delivery Architecture aligned to the experience ensures the business model is designed around the customer Focused marketing, targeting the right customers, through the right channels Full “Outside in” and “Inside out” alignment Architecture rigor to customer design
  67. 67. What else is in it for you? Creates a solid brand message, enhancing the sale of existing, and new offerings Business change focused on the customer experience and service delivery Architecture aligned to the experience ensures the business model is designed around the customer Focused marketing, targeting the right customers, through the right channels Full “Outside in” and “Inside out” alignment Architecture rigor to customer design
  68. 68. What else is in it for you? Creates a fully adaptable 360 integrated model of the business, which enables impact assessments Creates a solid brand message, enhancing the sale of existing, and new offerings Business change focused on the customer experience and service delivery Architecture aligned to the experience ensures the business model is designed around the customer Focused marketing, targeting the right customers, through the right channels Full “Outside in” and “Inside out” alignment Architecture rigor to customer design
  69. 69. What else is in it for you? Drive offering driven strategies, which are centered around the needs of people Creates a fully adaptable 360 integrated model of the business, which enables impact assessments Creates a solid brand message, enhancing the sale of existing, and new offerings Business change focused on the customer experience and service delivery Architecture aligned to the experience ensures the business model is designed around the customer Focused marketing, targeting the right customers, through the right channels Full “Outside in” and “Inside out” alignment Architecture rigor to customer design
  70. 70. Ready to take the first step?
  71. 71. Thank You
  72. 72. Mike Clark, Business Designer Independent Consultant @mclark497 uk.linkedin.com/in/michaelclark01 http://bridging-the-gap.me 360 cohesion

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