What does business architecture do? Includes: 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. Create 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. And need to resonate with business thinkers. Business architecture is about exploration not standardization. The move from business analyst starts with giving up old paradigms and a shift to ask: why, what is? what can be? and what should be?

1. Making The Leap From Business Analyst To
Business Architect
Jeff Scott
VP/ Business & Technology Strategy
IIBA / UK Chapter -- June 18, 2012

2. My Mission: create successful
business architects

3. Don’t listen to enterprise architects!
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Yogi Berra
“In theory, there is no
difference between theory and
practice. In practice there is.”

4. Business architects have a wide variety
of backgrounds
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5%
12%
26%
27%
27%
39%
42%
60%
Other IT role
Other business role
Project lead or lead developer
Business manager
Information or data architect
Application or solution architect
Enterprise architect
Business analyst
“What prior roles do business architects typically hold in your
organization (immediately before becoming a business architect)?”
(multiple responses accepted)
Source: Forrester Research

5. Business architecture is an ecosystem
with many players
Business Architect
[business]
Business
Architect
[IT]
EA
BPM
Business
Executive
Business Planner
- Strategist
Business
Analyst
Business
Manager
Information
Architect
APM
???
Is business
architecture
a function . .
or a role?
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6. Business architects architect in the
enterprise context
2008 — 15%
2008 — 3%
2008 — 80%
2008 — 39%
2008 — 47%
2008 — 9%
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Source: Forrester Research

7. Business units are the focus
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What business architects spend
their time on
Who business architects spend their
time with
Source: Forrester Research
35%
34%
13%
19% Internal BU alignment
Problem Solving
Enterprise Strategy
Cross BU integration
0% 5% 10% 15% 20% 25%
External to the company
Business executives
EA team members
IT senior managers
IT professionals
Working alone
Non-executive busienss leaders

8. Business architecture is about
exploration .... not standardization
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Dormant
Mature
 Experimentation
 New ideas
 Contradictions
1987 2005 ?
Innovation
Frustration!

9. 6/13/2012 9© 2012 Accelare. Proprietary and confidential. Do not copy.
What is business architecture?

10. The executive’s view
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11. The organizational reality —
strategy diffusion
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75%
75%
75%
75%
75% 68%
61%
55%
49%
Strategic
effectiveness
coefficient

12. Executives know they are not getting the
expected 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 Survey
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13. What does business architecture do?
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• 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 lite

14. Strategy to execution management
THE PROCESS OF BUSINESS ARCHITECTURE
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15. 6/13/2012 15© 2012 Accelare. Proprietary and confidential. Do not copy.
Becoming a business architect

17. Thinking shift # 1
GIVE UP YOUR OLD PARADIGMS
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Different
results
Thinking
about
thinking
Thinking
differently
Acting
differently
Think diffferent

18. Thinking shift # 2
START WITH WHY
Why
What
How
Adapted from: Start With Why, Simon Sinek
Jeff’s “why”
When we:
 think innovatively,
 work collaboratively, and
 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
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19. Thinking shift # 3
“SHOULD” SHOULDN’T MATTER
What should be
What is
What
can be
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20. Thinking shift # 3
“SHOULD” SHOULDN’T MATTER
What
should
be
What is
What can be
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21. Thinking shift # 4
OPPORTUNITY FOCUSED - NOT EFFICIENCY FOCUSED
Expense
Revenue
Expense reduction
is good
Revenue growth
is better
Profit = Revenue – Expense
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22. Thinking shift # 5
SOLVE THE WHOLE PROBLEM
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Context
Situation
Problem
Symptom

23. Thinking shift # 6
COMPLEX PROBLEMS REQUIRE DIFFERENT APPROACHES
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Context
Root cause
Solution
Problem
6/13/2012 23

24. Become more business-savvy
THINK LIKE BUSINESS EXECUTIVES
• Improve your business perspective —
read!
• Find a business mentor
• Build relationships
• Create a business architecture for your
organization
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25. Thank You
6/13/2012 25© 2012 Accelare. Proprietary and confidential. Do not copy.
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)