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Aligning Design with Business Architecture
Creating the elusive 360 model of the business
Mike Clark, Business Designer
Traditional decision making environment
Traditional Business Focus Areas
A focus on long term planning
Traditional Business Focus Areas
Traditional Business Focus Areas
A need to understand the inner workings of the organisation
A focus on long term planning
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
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
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
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
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
How has Architecture responded?
Build a bridge between all business areas
Adopted a variety of frameworks
Developed a toolbox of standards, methods and competencies
customer
capabilities
offerings locations
process people
Built out the stock room of the business, which
enables reuse, traceability and common language
Used the stock room to create integrated viewpoints
customer
people
process
offerings
capabilities
locations
Business Model
Viewpoint
Business Architecture
Viewpoint
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
Seems sensible, but then things changed...
Customer
Facebook
YouTube Innovation
Twitter
MediaDesign
Services
QualityExpectations
social network
The customer is now almost part of the organisation,
they have the power to make or break an organisation
Unpredictable economy and regulatory constraints are
forcing organisations to change on a daily basis, whilst still trying
to respond to customer needs
New Business Focus Areas
New Business Focus Areas
A focus on short term adaptable planning, but still keeping a longer term view
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
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
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
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
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
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
Customer and their needs?
The reason customers use our offerings, is to achieve needs in their lives
Without these needs, we would have no customers
Customer as a person
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
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
Customer and their Brand Perceptions
Customers now have so much choice, the brand message and
customers perception of the organisation become more crucial
Organisation and the customer aligned?
Have we solved the customer challenge?
Through all the efforts of architecture and standardisation,
why do customers still feel frustrated?
The Gap
GAP
GAP
Customer
Outside in Inside Out
Organisation
Technology
Capability
Resources
Process
Offerings
Expectations
Motivations
Needs
Experience
Desired outcomes
Service quality
Thinking differently
Bringing Design into Architecture
Incorporating Design with architecture enables us to focus on the
experience of the customer with an alignment to business delivery
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
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
Needs
Delivery/Manage
Common information
Alignment
Full
Common information
Full outside in and inside out alignment
The customer is brought into architecture
Achieve Full Impact Analysis
Incorporating Design with architecture enables us to focus on the
experience of the customer with an alignment to business delivery
Creation of a new approach
We create a standard view of customer
The New Model
Mike Clark & Nick Malik 2013
New Viewpoints
Mike Clark & Milan Guenther 2013
We start to focus on outcomes
Customer desired outcomes
Business implementation of outcomes
Benefits realisation
We adopt a new approach to change
We start to focus on the needs the business serves,
and how they serve them
We can then think about the ends and means
(products, pricing and channels)
and how they effect the offerings
Then consider how the business builds its offerings
(capabilities product bundling and including regulatory aspects)
Finally consider how the business will grow
(focus on the end in mind)
The benefits
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
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
What else is in it for you?
Full “Outside in” and “Inside out” alignment
What else is in it for you?
Full “Outside in” and “Inside out” alignment
Architecture rigor to customer design
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
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
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
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
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
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
Ready to take the first step?
Thank You
Mike Clark, Business Designer
Independent Consultant
@mclark497
uk.linkedin.com/in/michaelclark01
http://bridging-the-gap.me
360
cohesion

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

  • 1. Aligning Design with Business Architecture Creating the elusive 360 model of the business Mike Clark, Business Designer
  • 4. A focus on long term planning Traditional Business Focus Areas
  • 5. Traditional Business Focus Areas A need to understand the inner workings of the organisation A focus on long term planning
  • 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. 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. 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. 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. 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. How has Architecture responded?
  • 12. Build a bridge between all business areas
  • 13. Adopted a variety of frameworks
  • 14. Developed a toolbox of standards, methods and competencies
  • 15. customer capabilities offerings locations process people Built out the stock room of the business, which enables reuse, traceability and common language
  • 16. Used the stock room to create integrated viewpoints customer people process offerings capabilities locations Business Model Viewpoint Business Architecture Viewpoint
  • 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. Seems sensible, but then things changed...
  • 20. The customer is now almost part of the organisation, they have the power to make or break an organisation
  • 21. Unpredictable economy and regulatory constraints are forcing organisations to change on a daily basis, whilst still trying to respond to customer needs
  • 23. New Business Focus Areas A focus on short term adaptable planning, but still keeping a longer term view
  • 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. 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. 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. 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. 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. 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
  • 31. The reason customers use our offerings, is to achieve needs in their lives Without these needs, we would have no customers
  • 32. Customer as a person
  • 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. 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. Customer and their Brand Perceptions Customers now have so much choice, the brand message and customers perception of the organisation become more crucial
  • 36. Organisation and the customer aligned?
  • 37. Have we solved the customer challenge? Through all the efforts of architecture and standardisation, why do customers still feel frustrated?
  • 38. The Gap GAP GAP Customer Outside in Inside Out Organisation Technology Capability Resources Process Offerings Expectations Motivations Needs Experience Desired outcomes Service quality
  • 40. Bringing Design into Architecture
  • 41. Incorporating Design with architecture enables us to focus on the experience of the customer with an alignment to business delivery
  • 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. 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. Needs Delivery/Manage Common information Alignment Full Common information Full outside in and inside out alignment The customer is brought into architecture
  • 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. Creation of a new approach
  • 47.
  • 48. We create a standard view of customer
  • 49. The New Model Mike Clark & Nick Malik 2013
  • 50. New Viewpoints Mike Clark & Milan Guenther 2013
  • 51. We start to focus on outcomes
  • 55. We adopt a new approach to change
  • 56. We start to focus on the needs the business serves, and how they serve them
  • 57. We can then think about the ends and means (products, pricing and channels) and how they effect the offerings
  • 58. Then consider how the business builds its offerings (capabilities product bundling and including regulatory aspects)
  • 59. Finally consider how the business will grow (focus on the end in mind)
  • 61. 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
  • 62. 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
  • 63. What else is in it for you? Full “Outside in” and “Inside out” alignment
  • 64. What else is in it for you? Full “Outside in” and “Inside out” alignment Architecture rigor to customer design
  • 65. 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
  • 66. 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
  • 67. 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
  • 68. 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
  • 69. 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
  • 70. 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
  • 71. Ready to take the first step?
  • 73. Mike Clark, Business Designer Independent Consultant @mclark497 uk.linkedin.com/in/michaelclark01 http://bridging-the-gap.me 360 cohesion