This document discusses observations about a lack of understanding between business and IT strategies and how technology can provide business value. It notes that business professionals often see IT as a cost center rather than value generator, while technology professionals focus more on software than business needs. There is also a lack of strategists who can align business and technology at the enterprise level. The discussion aims to help participants understand how business strategy, domains, processes and enterprise architecture can work together to effectively meet business demands through agile and adaptive technology enablement.

1. Understanding Business Strategy Cutting Edge Paradigm
Tuesday, October 07, 2014
Web Presentation Part 1
Vinu Jade
Ambassador and Chapter Lead, IASA India
v.jade@iasahome.org
Information Systems Strategy Advisor

2. Why this Talk - Observations from experience
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Business Professionals and their strategists have lack of clarity in understanding value benefits – Is IT Worth the investment or is IT a cost center?. Their priority focus is in improving supply chain or customer retention and product innovation based on economics and market dynamics for a profitable growth.
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The value of dedicated Business strategists and domain modelers are not very recognized in organizations,. They are not easily available in the market . Few internal drivers are executing this role, in each of their own methods within their area. They are unable to perceive an enterprise wide impact on any changes to their domain, for e.g. Customer acquisition, product innovation, billing, marketing etc, on overall landscape of enterprises.

3. Why this Talk - Observations from experience
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Technology Professionals and their strategists are in a silo of their own. They lack in understanding the business, to provide value. These professionals are more focused on software or ‘ware’ sale with newer hype terms – SOA, BPM, Cloud, Big Data to name a few, which business are not able to comprehend how it benefits them.
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The art of Enterprise Architecture is in an IT wrap, rather than an enterprise value. There are few experts who provide solutions to domain issues through architectural transformation, which are tactical in nature. This is limited to Vendor product suites or limited to domains. Applicability of this to cross functional domain solutions, purely enterprise are rare with a transformation or strategic approach.
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Even if direction to adopt right technology is provided, implementation partners do not seem to understand how best to execute, especially transformation program.

4. Why this Talk - Observations from experience
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There is lack of strategists group who understand Business to direct or deliver best value from technology, more so in Information technology. This is often driven by knowledge shared by IT vendors with conflict of interest in directing business to adopt the right technology
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The aspect of keeping business alive with low cost of investment has been one of the factors for IT projects failing 66% of time as per analysts. The Technology projects rarely have a view of returns of investment paradigm with Business Value
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Information technology is taking a big chunk of profit of business, with no visible returns. The project failures due to lack of understanding of business needs have forced corporate to either hold or work around the issues due to economic situations, when actually IT should provide proactive solutions with conscious view of business growth in the present global context.

5. What value does one get from this Discussion in Part 1 – 4 ?
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Understand Overview of Business, Its imperatives and Where Technology fits
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Understand The major impact factors of IT on Business, to be profitable and competitive in the market
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Understand The key benefits and strategic values of Architecture to the business by opting to combine the best practices of Architecting with an agile IT and Business Strategy.
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Understand Key benefits and strategic values of what IT Architecture brings to the business.
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Conceptual POV Accept both business and IT teams need to handle the challenges by synergy with an enterprise view, within Integrated Collaborative Environment ( ICE)
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Appreciate Various architecting transformation with the business to map the planned organizational strategy, processes and governance
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Perceive How operational needs get simplified with this approach

6. What value does one get from this Discussion in Part 1 – 4 ?
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Awareness EA is an essential skill - comprehend that important essentialities for future alignment of IT to Business and vice versa is in – Enterprise Architecture Practice – involving both Business and IT brains
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Introspection Are these skills inherent in you, Do you fit the role, How can you improve the skills to be successful in implementing
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Discuss Possible methods to achieve this skill and expertise, given your exposure to the situation and experience
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Appreciate Comparative advantages of Enterprise Architecture and various Frameworks, in successfully delivering technology values and
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Go back to Industry and Make IT Simple!

7. Business and Its Strategy Cutting Edge Paradigm Part 1 of 4
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Understand Overview of Business, Its imperatives and Where Technology fits
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Understand The major impact factors of IT on Business, to be profitable and competitive in the market

8. Business and Its Strategy – Cutting Edge Paradigm Defining Strategy and Imperatives
Agile Customer Experience ( ACE) based on Value to Life Style
Product Utilization, Leverage Levels ( PULL)
Financial / Material / Service Supply Chain Originations
Business Focused Product, Services from Enterprise
INTERNAL CONTROLS
EXTERNALCONTROLS

9. Business and Its Strategy – Cutting Edge Paradigm Process and Domain Definition Modeling with Technology Enablement
Vendor Relationship Economic Profiles
Customer Relationship, Demographics, Segmentation
Reactive Market & Regulatory Support Initiatives
Proactive Process Support Initiatives
Product Agility and Focus
Market Strategic Initiatives
Domain
Modeling
Process
Modeling
Observed Variations to be mapped

10. Business and Its Strategy – Cutting Edge Paradigm Architecting to meet Demand with Effective Supply
Enterprise Architecture
& Strategy Focus

11. Business and Its Strategy – Cutting Edge Paradigm Architecting to meet Demand with Effective Supply
Enterprise Architecture
& Strategy Focus
Enables Cutting Edge

12. Business and Its Strategy – Cutting Edge Paradigm Business with Cutting edge
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Must Have – An Approach and Methodology for Business Strategy Modeling, helping in Agile Business and Agile IT. – Value thru Strategic Planning?
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Improve the Supply & Demand Alignment (SAD) with improved Product Utilization, Leverage Levels (PULL) in market and meet Agile Customer Experience (ACE) – Qualitative Domain modeling?
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Technology Strategy ( IT inclusive and NOT conclusive!) to enable the consumer meet the product, with Governance and Process Model (GAP). - Logical Process Modeling?
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Operational Strategy for Support, Sustain and Succeed (ICE) with agile Technology enablement? -Adopt Enterprise Architecture?
Back

13. End of Part 1 Questions, Discussions email at v.jade@jdruids.com
This has 4 Part Presentation, that will be available on iasa website
It’s for Knowledge share purpose only -
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