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Using Business Architecture to Facilitate a North American Business Model at the TD Bank

Using Business Architecture to Facilitate a North American Business Model at the TD Bank

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Presentation made by James Pickens, ERE Technology Strategy and Analytics Lead at the TD Bank, by Colin Leung, Manager – Business Management Technology at the TD Bank, and myself at BBC 2016 on Nov. 2 2016. For additional information please view the information on this webpage: http://biz-architect.com/building-business-capability-bbc-2016-from-nov-2-4-2016-in-las-vegas/

Presentation made by James Pickens, ERE Technology Strategy and Analytics Lead at the TD Bank, by Colin Leung, Manager – Business Management Technology at the TD Bank, and myself at BBC 2016 on Nov. 2 2016. For additional information please view the information on this webpage: http://biz-architect.com/building-business-capability-bbc-2016-from-nov-2-4-2016-in-las-vegas/

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Using Business Architecture to Facilitate a North American Business Model at the TD Bank

  1. 1. Enterprise Real Estate Ever Better Places That Enhance Customer and Employee Experiences Using Business Architecture to Facilitate a North American Business Model at the TD Bank Building Business Capability November 2, 2016
  2. 2. Presentation Overview  Introduction  North American Optimization  Business Architecture as Strategic Approach  Delivering Value  Closing Remarks / Questions 2
  3. 3. Partnership 3 Manager – Business Management Technology TD Bank Vice President Benchmark ERE Technology Strategy and Analytics Lead TD Bank 3
  4. 4. Benchmark Benchmark is a business architecture and application transformation company. Our revolutionary capability builds on our expertise in creating, implementing and managing enterprise software and outsourcing to help clients get the absolute most out of their technology investment and create truly sustainable value for their customers and shareholders. For more information visit http://biz-architect.com/ Benchmark is the creator of IRIS Business Architect, an application that enables Enterprise and Business Architects to plan and execute initiatives in alignment to their corporations strategies with agility. IRIS Business Architect is aligned with the TOGAF, BIZBOK, BMM, BPMN, BABOK & BMC standards. 4
  5. 5. TD Bank Group Headquartered in Toronto, Canada, with more than 80,000 employees in offices around the world, The Toronto-Dominion Bank and its subsidiaries are collectively known as TD Bank Group (TD). TD offers a full range of financial products and services to approximately 25 million customers worldwide through three key business lines:  Canadian Retail Banking  U.S. Retail Banking  Wholesale Banking Toronto-Dominion Bank trades on the New York and Toronto Stock Exchanges under the ticker symbol "TD". For more information visit www.td.com 5
  6. 6. Enterprise Real Estate (ERE) Enterprise Real Estate (ERE) provides a variety of services to support all of TD Bank’s business units across North America. ERE is responsible for the company’s retail and corporate global real estate portfolio, providing real estate strategies and solutions that align with the objectives of the Bank’s business units, always ensuring that service delivery is timely, cost effective and meets business needs. TD manages approximately 23 million square feet and 4000+ active leases and owned properties under management across North America. 6
  7. 7. Real Estate Technology Strategy and Analytics Mission Statement We deliver “Best in Class” Real Estate “Technology-driven” solutions and analytics that enable Enterprise Real Estate to maximize its value proposition to the Bank (MyERE). Guiding Principles 1. Empower ERE to achieve its strategic business objectives 2. Enable North American “Best in Class” operational excellence 3. Conform with the overarching TD Standards (Technology, Risk, Security and Governance). 4. Adhere to the principles of Lean Six Sigma & Business Architecture 5. Change is the law of life. And those who look only to the past or present are certain to miss the future. John F. Kennedy 77
  8. 8. North American Optimization 88
  9. 9. NAO Strategic Objectives One Solution for managing The Real Estate Asset Life Cycle One System One Truth Standardize Data Definitions and Improve Data Quality Enhance Management of all Real Estate Assets Enable Electronic Data Interchange with Vested Partners 9
  10. 10. Key Challenges Current State Inflexibility Disconnected Inefficient Complex Customized 10
  11. 11. Business Architecture as Strategic Approach 11
  12. 12. Why Business Architecture? Capabilities Value Streams Organization Assets Processes Stakeholders Measures Rules & Regulations Initiatives Information Products Services Business Information is a Valuable Asset Structuring Business Information Enables Leveraging Value From It Strategy Business View Technology View 12
  13. 13. Demonstration Business Information is Housed in a System as a Book of Record 13
  14. 14. Why Business Architecture? Capabilities Value Streams Organization Assets Processes Stakeholders Measures Rules & Regulations Initiatives Information Products Services Strategy Breaks Down Complexity Into More Manageable Pieces Allows Us To Focus on Relationships and Interactions Move to One Enterprise Solution Normalize Data Definitions to North American Standard Maturity Metrics Project Managers Specialists TD Risk & Control 12A Cap. Mgmt. Reg. 26C Cap Project Mgr. 1.2 Budget Tracker 3.0 North American Optimization Capital Project Management Project Financial Reporting Create Project Submit Bid Project Details PO Invoices 14
  15. 15. Demonstration Agile Models Are Moving Towards Interaction Maps 15
  16. 16. Delivering Value 1616
  17. 17. Align Execution to Strategy • Business Architecture connects Strategy to the execution of Strategy • Determine the initiatives with the right amount of effort to realize a strategy • Then create a roadmap across the organization that aligns strategy to the initiatives that deliver to them • Modeling it out means everyone has the same understanding of a strategy and how to achieve its goals 17
  18. 18. Align Execution to Strategy Diagram from Strategy to Roadmap using IRIS BA – DL to do 18
  19. 19. Create Team Engagement 19 Connected Meaningful Work Uniformity Guided
  20. 20. Link To Understandable Best Practices We linked our Business Architecture to easily understandable Six Sigma SIPOC methodology to shorten the information gathering, consumption, analysis and communication process 20
  21. 21. Ability to See New Opportunity See your Organization, Assets, Value Streams and Capabilities in a new light Business Architecture Allows you to perform WHAT IF scenarios: 21 New Value Stream Product Team Capability
  22. 22. Model Change Under One Framework We can model a change before we execute the change to determine impact 22
  23. 23. Continue to Build Future Value When the Business Architecture model is completed, we will turn it to the business to help the business optimize itself. 23
  24. 24. Closing Remarks / Questions 2424
  25. 25. Contact Information James Pickens ERE Technology Strategy and Analytics Lead (TD Bank) Colin Leung Manager – Business Management Technology (TD Bank) Daniel Lambert Vice President (Benchmark) Tel: 855 – 798 – 2042 x 2010 Email: dlambert@benchmarkconsulting.com 2525

Editor's Notes

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  • GROWTH is typically either organic or through acquisitions
    Without Business Architecture, it makes it significantly more complicated to adjust/change the banking landscape
    Talk up Acquisition Strategy
  • The Challenges impact our ability to operate efficiently and with excellence in a North American model
  • Top-Down Perspective: Business View – Manage Strategy and Efficiency
    Bottom-Up Perspective: Technology View – Manage Change
  • Setting up a strong foundation for business architecture that accurately reflects our business is critical to success.
    Keeping it updated is also important.

    What we have learned is that taking on too much at once is a daunting task.
    We started off by trying to build out the entire map at a high level and work our way down.
    We found it difficult to manage such a large scope, keep it updated and leverage it quickly.

    Equally important is to understand any limitations up front to avoid going down a challenging path without the capability of overcoming those challenges.
    For instance, we started integrating Data Governance into our model early to help normalize Data Definitions to a North American model.
    That was challenging because the area was not yet mature at the time, so we encountered obstacles.

    Better to walk before you run – have a strategy and roadmap to build out your Business Architecture foundation (for instance, segmented by value stream).
    Not only does it make building the foundation seem easier, more importantly, it allows us to deliver more immediate business value.

    Keeping to our guiding principles and pillars of success helped. It reminded us to focus on where we can derive business value.
  • Treat Information as an Asset and tie it to Any Other Asset
  • There is a continuing trend towards off-the-shelf models and optimizing from that foundation.

    It is a move away from traditional approaches of requirements gathering.

    Agile models are moving more and more towards interaction maps.

    A heavy focus on requirements can often lead to customization and limits scalability, flexibility and creativity.

    With Business Architecture, we can quickly see the relationships from any area on the map.
  • The best way to know where you are going is to have a strategy to get to where you want to be.

    Business architecture creates a clear prioritization process for strategy investment.

    Helps to translate the more detailed aspects of projects into business capability enhancements that can be readily understood by management and everyone else.
  • The best way to know where you are going is to have a strategy to get to where you want to be.

    Business architecture creates a clear prioritization process for strategy investment.

    Helps to translate the more detailed aspects of projects into business capability enhancements that can be readily understood by management and everyone else.
  • Team engagement is the emotional commitment an employee has to the organization and its goals.

    Create meaning by connecting every role to the vision, mission, and goals of the organization.

    Everyone can see how the work they do contributes to the overall success of the organization.

    Business Architecture provides the guidance and boundaries that make it safer and more productive for teams to take independent action.

    Business Architecture housed in an accessible System also enables better collaboration of teams, as they are all able to connect together in the same space.
  • A SIPOC diagram is a tool often used to identify all relevant elements of a process improvement project before work begins. It helps define a complex project that may not be well scoped, and is typically employed at the Measure phase of the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) methodology.

    SIPOC = Suppliers, Inputs, Process, Outputs, Customers

    We can generate SIPOC diagrams on-demand from our Business Architecture.
  • Change is constant. The speed of change is much more accelerated than ever before.

    We have learned that enhancing the capability to do “What If” scenarios is extremely valuable.

    Capability maps allow for strategic discussions on what capabilities are most important, where to expect the most change, and better predict the outcome of change.

    Allows the business to take ownership and drive transformation strategies through business-centric roadmaps and funding models.
  • The ability to determine what impact a change has downstream and across the map is valuable.
    The ability to do so even before we execute that chance is extremely impactful.

    Interactions viewed at multiple business layers allow the impact of change to be viewed through various layers as well.
  • Jim to add Closing Remarks
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