Defining a simple and effective strategy to drive business value is critical for any organization. Being able to deliver this product on a single page that has the finger prints of your key stakeholders all over it is easier done than said

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Building working strategy to
leverage Business opportunity
Stakeholder Kick off workshop
andy@parkins.uk.com
778-554-5673

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Sample Agenda
1. Define Business goals driving growth / efficiency
2. Open discussion on business outcomes sought
3. Capture business priorities (SWOT)
4. Communicate approach and vision (RACI)
5. Agree Key deliverables with stakeholders
6. Call to action (people driven action)
A typical stakeholder strategy workshop

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Sample Business Problem Statement
• To ensure the ongoing effectiveness of key business process
for which the Business Unit is accountable, requires a clear
vision to exploit available data to perform better decision
management.
• Defining the vision and approach will :
– Elicit stakeholder engagement and feedback into existing business,
information, and technology initiatives
– Develop working strategies to improve current practices and improve
existing information management capability

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An Agile Workshop Approach
This Workshop seeks to achieve the following
• Introduce to stakeholders, a simple approach to capture required
business vision and outcomes needed.
• Provide a working communication tool to articulate the vision and
champion the roadmap
• Provide evidence to wider stakeholders on action in play to
mature capability1 through the use of robust business solutions.
1A capability is the combination of people, processes and tools working within a
specific business area to provide value to the organization and its customers

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Terminology definitions
• Capability: the combination of people, process and tools delivered as a
service to provide value to the company and its customers
• Business Service: A group of functional practices owned by a capability and
used by employees and customers to gain measureable results
• Business Objective: a statement that describes the point of the whole
thing e.g. Be the Energy provider of choice in British Columbia
• Target: a measure of success in context of the objective e.g. raise the
number of customers using business services by 50%
• Outcome: a statement of need that amasses value e.g. The company is seen
as a rewarding place to work
• Requirement: a statement triggering changes in people and systems e.g.
ability to generate and push timely reports to key users
• Interventions: the behaviors and actions that we want to change, stop
doing or start doing to increase business value.
• Assets: the people, intellectual property (knowledge), information and
physical things that define the company enterprise.

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Define the business communication model to
support the changes needed
Knowledge &
Expertize
Solution
Management
Business
Capability
Model
Execution
Method
Agile Enterprise Approach
References used to build the right business solution
The Value of achieving what is proposed
The do-ability to make the changes happen
Intellectual Property (IP) on benefits to achieve
What we use to facilitate joined up innovation
Step 1: Establish the business context to frame the solution against envisaged outcomes e.g.

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Agree Shareholder Deliverables to build trust
1. Strategy On A Page (S.O.A.P)
(objectives, outcomes and
interventions)
2. Business Blueprint
(Vision and Organizational
Impact)
3. Business Roadmap
(Benefits to Capability to Assets
over time)
4. Technology Roadmap
(Capability to Assets to
h/w, s/w stacks etc.)
Business
Capability
Catalogue
1 & 2 drive value while 3 & 4 drive action, Focus is with stakeholders that ‘run’ the business
Step 2: Focus on outcome driven value to shape the business case

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Communicate S.O.A.P structure and purpose
Executive focus:
Directorship focus:
Management focus:
Operational focus:
5 – 8 year Objectives
Outcomes by key themes
e.g. Business, Information, Technology, Operational Communication etc.
Interventions to be planned and executed (i.e. changes to exiting practices)
12-18 month Objectives Targets defining success
Ways of working Capabilities included Benefits envisaged
• Produced as output from the stakeholder workshop
• An immediate deliverable showing alignment on outcomes
• Communicates shared views on needs and where stakeholders want to be
• Separates the ‘what we need’ from the ‘what we want ’
Step 3: Provide “stakeholders” with education and examples to build their own SOAPs
SOAP Key Benefit: A stakeholder working communication tool showing business direction

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Energy Solutions & external
relationsEnergy Solutions & external
relations
Energy Solutions & external
relationsEnergy Solutions & external
relations
Get started: “Strategy On A Page”
Knowledge
management
(theme)
Enterprise
Integration
(theme)
Business Unit
Business Unit
Business Unit
Information Management
Education & learning
Marketing
HR & Communications
(1 page)
Portfolio
Execution
(theme)
Service
Delivery
(theme)
Business Unit
Business Unit
Business Unit
Finance
Corporate Services
Field Operations
Customer Services
(1 page)
e.g. Technology Department (1 page)
Other Business Unit SOAPs e.g.
SOAPs can be produced for a Business Unit (many capabilities) or a functional area (one capability)
Using the SOAP method provides quick visibility on overlap opportunity between different BU outcomes.
Step 4: Define key Goals, Outcomes and benefits for each stakeholder
Risk Management

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2021 Information Technology Business Unit Operational Strategy
Strategic Objectives
Outcomes we want to achieve to improve our core capabilities
Commercial Outcomes
What relationships are going to change as a result of
this vision e.g. partners, suppliers, etc. contractual
arrangements and duration etc
Operational Outcomes
What operational efficiencies and transformations are
required to achieve sustainable operating practices
Technology Outcomes
What application, system and platform adjustments
are envisaged to support capability maturity
Business Outcomes
What will be the effect on our people, business
processes and services relating to our capability
Information Outcomes
What information entities are effected and the impact
on intgegrity rules and information flows
Communication Outcomes
What communications are going to take place
internally and externally to falciate peoples readiness
for the changes envisaged
· Improved customer satisfaction in IT service
levels
· IT are more responsive in meeting business
needs and brining innovation to the organization
· FortisBC is seen as a rewarding place to work
·
· Standardize, rationalize and automate
processes and information delivery where
appropriate.
· Recognize the motivation, behaviors and factors
that make people want to come to work.
· Ensure effective governance is applied in
decision making processes to enable transition
towards the agreed future state
· Provide value add services that directly relate to
business goals
· Encourage behavior of “bringing your
technology to work” to ensure we are seen as
the right place to work
· Provide composite view of applications that
support mobile and flexible working and
behaviors of autonomy
· Provide increased technology transparency
through better enterprise integration
· IT understands what the business does in
business terms
· We provide a composite view of information to
users as a consistent set of facts
· Information integrity is assumed as the normal
· Internal partnerships will be stronger
· IT will hold a partner seat in meetings as
opposed to a supplier
· Establish effective technology licensing models
that leverage the agility and decentralization
sought by the Executive leadership
· Be an IT enabler of choice
· Improve the IT partnership with other business
units by being perceived as a ‘yes’ organization
leading with great options for innovation
· IT perceived as adding value to the other
business units
· Build the behaviors that creates an outcome
focused and accountable driven business unit at
all levels of interaction between staff and
customers
2011- 2013 Near-term objectives
SO1: Make it easy to engage and do
business with our IT Business unit for both
our internal customers and external partners
SO2: Grow the maturity of FortisBC
business capabilities through the optimized
use of our people and technology.
SO3: Provide a value add service through
the continuous improvement of IT within
financial targets
N02 – Build business change and knowledge
management capability as a recognized
service within the IT Business unit
Strategic targets (measures of success)
ST1:Establish IT KPI
reporting capability
by 2012
ST 5:Published end-
to end technology
roadmap in 2012
ST 4:Increase customer
perceived value of IT by
X% over 12 months
ST 3:Maintain O&M
budgets within x%
financial variance
ST2: Use business
capability cat for all
sufficient changes by
2012
Interventions we want to take in the next 2 years
· Assessment of new business operating model
to drive forward the executive view that IT
Business Unit is a full business partner
· Assess skill set gap to support new operating
plan, then create a plan to address the gap.
· Develop processes or plan that encourages
employee empowerment.
· Drive forward an accountable outcome based
culture that encourages innovation and
individual talent
· Introduce an integrated information platform
· Ensure mobility is a facet of the decision
making process.
· Document our integration strategy to enable
business users with a consistent set of
enterprise views generated from a range of
easy to use applications
· Create sustainable agile applications feeding
from an increasingly unified and flexible range
of enterprise business information services
· Document our information strategy to enable
business users with consistent enterprise views
on our information assets
· Bring in-house intellectual property for critical
areas to lower our sustainment costs and
reliance on solution providers
· Document our vendor and asset management
strategy to promote innovation and healthy
competition between our vendors and partners
· Document our strategy for communication and
create an enterprise information communication
and education portal
Business Capability model – summary
Capability Model – How we organise and work
Business Information Services
· End to end business information services will enable and empower people to work with autonomy and a consistent set of
facts
· Defining business services will enable the measurement of value to be objectively measured and therefore improved
Capability Management services
· Using a common language to describe the way we work and the value we bring will improve customer and stakeholder
engagement
· A capability based planning will enable better understanding of the outcomes we want to achieve and who is accountable for
what
Marketing & Communication
· Enriching our communication skills will lead to providing the right solutions at the right time to meet the business need
· Marketing what we offer and the quality of the services we provide will encourage people to do business with us
· Strategic behaviors we want to adopt to achieve our outcomes
· Recognize and embrace new ways of achieving
required business outcomes.
· Build deep technology skills within IT.
· Build a culture that empowers staff with the
skills and tools to achieve desired outcomes.
· Develop greater understanding of the business
need to deliver new services and processes that
make it easier to work efficiently
· Allow autonomy to achieve the right outcomes
· Gain credibility with other business units within
FortisBC as being an equal partner in defining
corporate transformation strategy
· Become proactive in driving change and
avoiding operational problems resulting in less
reactive behaviour
· Deliver an integrated range of enterprise
services that are customer facing and enable
others to easily do business with FortisBC
· Enable the rapid adoption of new technologies
that enable FortisBC to be the provider of
choice in the Utilities industry
· Provide an increasing simplified and unified
transparent user experience
· Establish a unified view of information across
the business that is agnostic to a given version
or type of technology
· Achieve greater flexibility from our licensing
models to drive shareholder value
· Enrich our communication and relationship at all
levels with other business units
STRAWMAN
– for review
V01 - 07/07/11
Finance & Asset Management
· Better decision planning around asset management will lead to better investments and greater staff satisfaction
· Recognizing all our assets (operational, technology Intellectual property, our people, our knowledge, information) as we
make changes will deliver better results
SA
M
PLE
VIEW
to
be
replaced
(M
R
)
N01 – Improve stakeholder perception of the
incumbent IT service model through effective
communication and leveraging of assets & skills
2021 Overview
What we will
need
What we are aiming to achieve
Future Implications
How we will do this
Efficiency
- Automation of
routine
processes,
including s/w
updates
- More enterprise
services
- Issues resolved
quickly and once
Service tailored
to Customer
needs
- Personalised
- Proactive
support
- Shared
communication
campaigns
Joined up services
- Whole corporate
view (cross business
unit)
- Consistent skills &
knowledge
- enriched IT asset
information&
planning
Fewer, simpler
products/processes
- Readily understood
by customers and
staff
- Common
Information &
application views
- Transparent
processes & data
Asset Decision planning Business Information
Services
Outstanding operation
- Remote & mobile locations
- Greater collaborative
working realationships
- Skilled Customer facing people
- Greater customer competition
- Working with partners to deliver
An informed,
adaptable
organisation,
underpinned by:
- Customer
understanding
- Asset risk
analysis
- Readiness to
engage the
Digital
workforce
- Knowledge
Management
- Focus on
Service delivery
And execution
Working SOAP Example for illustration purposes only

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Step 5: What to do next
1. Identify the ‘A’ccountable stakeholders to involve
• Confirm key business milestones, and get going!
2. Secure commitment to collaborate on producing a
SOAP to show what outcomes are required
• Agree content to populate the business case
3. Using the SOAP, prepare a business roadmap (visualization
of the steps to success) and Blueprint (organizational behavioral changes)
4. Agree Business solution priorities and business case
The SOAP is the outline strategy !
A strategy is only as good as its ability to communicate intent and enrich outcomes

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Then the follow up action
Using the SOAP as a communication tool to align actions
needed to achieve the right outcomes e.g.
– Established project controls are shaping delivery practices to produce
quality solutions
– Secure commitments exist to produce a solution that meets the
business goals for Q4
– Stakeholders remain aligned on the business vision, pace and rate of
change being applied.

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Backup slides

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A ‘business’ solution is bigger than the technology
The goal is to facilitate the collective building of full solutions for each business capability / function

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Benefit Framework
(Value based approach to measure success)
)
Delivery Projects)
Defining a business change driven approach
Programs achieve outcomes while projects deliver the outputs
Architecture facilitates a capability driven value organized by business case
“Plan the business”
Delivery Project
(Coordinated with business
solution outputs)
“Evolve the business”
Impacted
Business
Unit
Lead
Business
Unit
Enterprise
Architecture
(facilitator)
Business Unit
stakeholders
“Run the business”
Business S.O.A.P
(Objectives, Outcomes,
Interventions)
Business Roadmaps
(capability benefit gained as
business services mature)
Business Blueprints
(Vision, direction and new
business concepts)
Program Business Case
(problem statement, Options,
costs & benefit )
Business Solution
(Fully defined solution
meeting stated outcomes)
Program?: CRM Capability
Program?: Systems integrity F/W
Program?: HR transformation
Program?: bus change mgr capability
Project Portfolio Schedule
(Balanced plans; resources, time & cost)
“ARB Program Governance”
Financial reporting period
“ARB Project Assurance”
In flight monitoring
“ARB Enterprise Reference”
5-8 year Long term view
Enterprise Capabilities

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EA Product Delivery – 9 month summary
Executive and stakeholder edification is essential in establishing the maturity pace of the Enterprise Architecture role
Business Engagement
Stakeholder alignment
EA Products / Business Service offerings
Stakeholder Engagement RACI
Capability Management
Capability based planning education
Capability catalogue
Information catalogue
Service catalogue
EA Delivery
Architecture knowledge base
Program Management approach
EA business case & blueprint
EA Function
EA Function as a Business role
EA capability Framework
Business Solution validation & assurance
Organisational placement of EA value
25%
Phase 1
(1 Sept – 30 Nov)
Phase 2
(1 Dec – 29 Feb )
Phase 3
(1 March – 31 May)
Phase Benefits
and outcomes
Provision of true
EA services to
other business
units
Phase Benefits
and outcomes
Processes and
Tools are
providing
required service
levels
Phase Benefits
and outcomes
Establish
stakeholders,
procedures and
capabilities to
deliver EA
function
GOAL
To Deliver first
class services to
Sponsors &
stakeholders
Stakeholder
Engagement
Toolset Identified
< Capabilities
Activity (not yet planned)
Activity (in progress)
Activity (complete)
Milestone
Key
Program management
education
Distribution’s BPM engagement
secured
Education&
Communication
EA toolset depolyed
Strategic Integrity Plan (SIP)
Stakeholders engagement secured
Marketing / Business
capabilities agreed
Programme Board formed
GIS Business Case published
EA
Skills &
Role
M
anagem
ent
EA Product
Development
EA Education schedule rollout
Group MI solution
agreed
Interactive service identifed
GE upgrade
EA Services
Agreement secured
EA framework
agreed
GIS business case and blueprint
agreed
GIS Program schedule secured in
2012 portfolio
Executive KPI agreed
4D modeling service defined
Risk Asset service defined
EA Communication strategy agreed
GIS capability Analytics service
upgraded

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EA Maturity Phase 3:
Continuous Improvement
EA Maturity Phase 1:
Enablement
EA Maturity Phase 2:
Engagement
Phase 3
OUTCOME
A value driven
agenda for IT
that is business
outcome focused
and directly
supporting
maturity of the
business
operating model
Phase 2
OUTCOME
IT department
matured from
providing IT
performance to
enabling
enterprise
business
performance
The EA business roadmap identifies by program driven maturity phases, key outcome based activities, delivery milestones and benefit realisation
points that will occur as EA capability grows within The company. As the roadmap advances, KPI measurement will be shared with EA
stakeholders to demonstrate the contribution and value EA is making to support realization of the overarching business vision and goals. Each
phase is supported by a resource bound schedule of detailed work to achieve the phase outcomes shown on the right.
Key: Roadmap items
Outcome Based Activity
Benefit Realisation point
Deliverable Milestones
Capability
Planning
Solution
Governance
EA Strategy
Development
EA Program
Management
EAProduct
Delivery
EASkills&Role
management
EAStakeholderengagement
Communication&Education
EA Vision
Through active collaboration
the company achieves optimal
usage from its business
technology-based solutions to
meet its goals and on-going
corporate ambitions
Bus. Services of EA capability
Phase 1
OUTCOME
EA stakeholders
recognize value in
maturing IT’s
current role to be
the Business
Technology
provider across
all departments
Working EA Business Roadmap - towards 2016
Roadmap Framework
EA Program Phases
EA Capability Business Services
EA Program Phase outcomes

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EA Maturity Phase 3:
Continuous Improvement
EA Maturity Phase 1:
Enablement
EA Maturity Phase 2:
Engagement
Phase 3
OUTCOME
A value driven
agenda for IT
that is business
outcome focused
and directly
supporting
maturity of the
business
operating model
Phase 2
OUTCOME
IT department
matured from
providing IT
performance to
enabling
enterprise
business
performance
The EA business roadmap identifies by program driven maturity phases, key outcome based activities, delivery milestones and benefit realisation
points that will occur as EA capability grows within The company. As the roadmap advances, KPI measurement will be shared with EA
stakeholders to demonstrate the contribution and value EA is making to support realization of the overarching business vision and goals. Each
phase is supported by a resource bound schedule of detailed work to achieve the phase outcomes shown on the right.
Key: Roadmap items
Outcome Based Activity
Benefit Realisation point
Deliverable Milestones
Capability
Planning
Solution
Governance
EA Strategy
Development
EA Program
Management
EAProduct
Delivery
EASkills&Role
management
EAStakeholderengagement
Communication&Education
EA Vision
Through active collaboration
the company achieves optimal
usage from its business
technology-based solutions to
meet its goals and on-going
corporate ambitions
Bus. Services of EA capability
Phase 1
OUTCOME
EA stakeholders
recognize value in
maturing IT’s
current role to be
the Business
Technology
provider across
all departments
Working EA Business Roadmap - towards 2016
Enterprise GIS Enablement approach secured
Strategic Integrity Plan (SIP)
Stakeholders engagement secured
EA education & guidance packs published to
encouraged take up adoption
Solution Arch development drive
being undertaken
Agreed capability & Info
catalogue
EA phases & business
maturity pace agreed
ARB maturity plan with
business units agreed
Secure ARB education &
BU communication plan
Architecture Reference
framework secured
EA facilitating business alignment
workshops between stakeholders
ARB governance
used across company
Defined EA reporting cycle
Business outcome based
IT service model
Use of business capability
roadmaps secured
Agreed technology
roadmap
Agile and strategically robust business solutions
Business Service metrics per
business units established
GIS Business Case, Blueprint & Roadmap agreed
Stakeholder decision planning based on
effective KPI reporting
Common business technology language
In use
Business capability driven targets established
Agreed skill sets and approach with IT suppliers
Stakeholder agreed operating models
Interactive EA knowledgebase
EA skill set gap and role
alignment identified
Architecture information
shown as a single view
Tools, deliverables, roles
definitions, & processes
identified
ARB role and engagement
model established
EA toolset implemented
Agree skill sourcing approach &
Identify resourcing forecasts
CSC toolset business case
agreed
Technical capability
roadmaps secured
Architecture governance
framework established
SIP Business Case, Blueprint & Roadmap agreed
Capability catalogue published
Information catalogue published
Distribution’s BPM engagement secured .
Architecture strategies
Executive approved
Business Technology glossary identified.
Stakeholders being educated on capability
Based change techniques .
Stakeholder engagement plan established.
Key Business units educated on role of EA
EA disciplines
Institutionalized .
2011 2012 2013 2014 2015
capability architecture reference
material identified
EA & SA skill requirements
secured in 2012 portfolio
Defined IT Service roadmap
Gap analysis IT competenciesCapability approach aligned
to PPM methodology
Capability owners and process
leads identified & agreed
Change portfolios are
capability driven & focused
Business Units in support of EA goals
Agreement to use capability
driven strategies & roadmaps
E2E Enterprise capability
alignment established
To be Business Technology
strategy secured
EA function value add recognized
by other business units
Capability driven
strategies being used EA facilitating solution alignment
to business unit goals
IT operating as business
technology partner
Architected solutions strengthen
business opportunities
EA knowledge repository driving
solution planning and definition
2016
Quality driven review
of supplier value add
Executive driven agenda for EA
To be Business information
strategy secured
Agile Business Technology
platform
Publish EA program plan
The EA blueprint will explain the inter-dependencies and maturity rationale
for each business service shown in the roadmap
IT is business performance
focused

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Business Blueprints
• Promotes communication on business unit opportunities being progressed.
• Establishes key principles and policy driving organisational maturity.
• Separates business innovation from solution definition
• Expresses business change disciplines to foster & brigade support e.g.
– Capability maturity strategy
– Customer Impact: value to customers
– Stakeholder Impact: regulators, investors, suppliers & partners
– Employee Improvements : new ways of working
– Targeted business operating model
– Measures to show success: objectives, targets, outcomes, interventions
• Provide and mature a holistic end-to-end understanding of drivers
• Reduce complexity and duplication between adjoining business processes
• Communicate business change agenda to incentivise supplier value add
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Roadmap Purpose
• Visualise the delivery of the business blueprint
• Establish capability direction and pace of maturity
• Consistently communicate required business outcome activity to
invoke based on prioritized phasing of business benefit.
• Highlight dependencies between business unit & enterprise capabilities
• Highlight areas of corporate risk and provide contingent solutions.
• Assist in defining the business case to show benefit to cost justification
• Deliver maximum business benefit and value.
• Allow for immediate “quick wins” whilst maintaining strategic direction.
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