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Demystifying Strategy: Business Architecture + Client Experience = Magic

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Presented with Kristin Schroeder at the Building Business Capability conference in Orlando, November 2017. Business architecture and client experience together bring clarity and focus to ambiguous and challenging business strategy―
it’s hard work, but once you’re there it’s unicorns & puppies.

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Demystifying Strategy: Business Architecture + Client Experience = Magic

  1. 1. BzA+CX= &DEMYSTIFYING STRATEGY BUSINESS ARCHITECTURE + CLIENT EXPERIENCE = MAGIC Alyson Riley Roth & Kristin Schroeder © 2017 Mayo Clinic. All rights reserved. Images (except those in “The Tale”) © Shutterstock and used with permission.
  2. 2. 2 ALYSON RILEY ROTH KRISTIN SCHROEDER Strategic Activator Maximizer Input Ideation Relator Significance Communication Woo Command roth.alyson@mayo.edu schroeder.kristin@mayo.edu Manager—Client Experience Dept. of Laboratory Medicine & Pathology, Mayo Clinic (previous: IBM) Areas of expertise: vision, turning strategy into action, client experience strategy, content strategy, communication, leadership I care about: making the complex clear, client experience as both servant and driver of transformational business strategy, excellence, creativity, kindness, laughter Manager—Business Architecture Dept. of Laboratory Medicine & Pathology, Mayo Clinic (previous: Schwan’s) Areas of expertise: business architecture, business analysis, transformational change, coaching/mentoring, influencing without authority, building relationships I care about: adding value, collaboration, teamwork, excellence, making a difference, being challenged, winning, PEOPLE WHO ARE THESE PEOPLE ANYWAY?
  3. 3. 3 CONTENTS Problem & Punchline what this presentation is all about Princesses a true story of how we started down this path Partnership the nature of the BzA and CX collaboration Process & Products the process and templates we created to bring BzA and CX together Processing lessons learned to help you get started good idea to leave now if this isn’t what you signed up for —we promise we won’t judge you
  4. 4. QUESTION Show of hands: How good is your organization at turning strategy into execution? great—good—average—needs improvement—needs therapy
  5. 5. 5 Part 1 problem & punchline
  6. 6. 6THE PROBLEM: WHAT MATTERS? How do you know you’re working on the right stuff?
  7. 7. 7
  8. 8. 8PUNCHLINE business architecture and client experience together bring clarity and focus to ambiguous and challenging business strategy― it’s hard work, but once you’re there it’s unicorns & puppies
  9. 9. 9 Part 2 princesses
  10. 10. 10TWO PRINCESSES: A TRUE TALE A long time ago, in a land far, far away, there lived two princesses. Each princess lived in her own beautiful tower—each could see the other from her tower, and they would wave to each other frequently because they were both members of the same royal family and they were friends, too. Sometimes the two princesses would send messages to each other in the form of PowerPoint charts tied to the leg of a carrier pigeon with elegant gold thread. The two princesses sent chart after chart after chart, but didn’t realize they were using slightly different languages and saying the exact same things to each other. One princess would say, “I am the princess of strategy-to-execution because I love business architecture,” while the other princess would say “I am the princess of future directions because I love client experience strategy”—they would both nod politely, because they liked each other, but each secretly thought “What the….?” And they both secretly thought “I and I alone am the princess of strategy.” Then one day the ruler of the land held a grand ball in which all members of the royal family and various courtiers were present, and at that ball, in front of the assembled glitterati, one princess offended the royal sensibilities of the other princess by challenging her self- image as princess of strategy. So the two princesses finally had to sit down and talk. And after a long conversation, the two princesses made some royal decisions: They decided to come down out of their towers. They decided to create a new language so they could actually talk with each other. They decided to build some new things for the benefit of their land, starting with a shiny new bridge between their towers and open doors so that all could enter. And now we’ll tell you exactly what that bridge looked like….
  11. 11. 11 Hi! Hi!
  12. 12. 12 ? ?
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  17. 17. 17 Part 3 partnership
  18. 18. 18THE BASICS: BUSINESS ARCHITECTURE, NUTSHELL ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? CAPABILITIES.TODAY CAPABILITIES.TOMORROW BUSINESS VISION Which? How much? How well? When? Why?
  19. 19. 19THE BASICS: CLIENT EXPERIENCE, NUTSHELL A system of interconnected touchpoints that form the entirety of a client’s interactions with a company A specific client’s perception of a company, what it’s like to do business with that company, and the value that company provides
  20. 20. 20THE BASICS: CLIENT EXPERIENCE STRATEGY, NUTSHELL TODAY Which? How much? How well? When? Why? TOMORROW What? Why? For whom? How much? How well? When? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? business strategy
  21. 21. 21THE BASICS: CLIENT EXPERIENCE VS USER EXPERIENCE business processes Does each touchpoint deliver value that makes a difference to me? company values ecosystem of interfaces & touchpoints client perceived value And me?And me? Competitive differentiation starts and ends with value. Client experience concerns the total system and the value it generates.
  22. 22. 22THE BASICS: THE HEART OF CLIENT EXPERIENCE P A T I E N T L A B S T A F F P A T H O L O G I S T O F F I C E S T A F F C O U R I E R C - S U I T E P A Y E RP H Y S I C I A N “A brand is a living entity – and it is enriched or undermined cumulatively over time, the product of a thousand small gestures.” —Michael Eisner P R A C T I C E F A M I L Y
  23. 23. 23WHY ARE BZA & CX SO TRENDY RIGHT NOW? 1. Many organizations struggle with defining a strategy—or with discipline in the face of systemic disruption 2. More struggle with turning strategy into action 3. Eerie sense that change isn’t enough o All that stuff that “technology” promised me isn’t coming true o I told my teams to innovate but all I got was more of the same o I thought this project would solve all our problems but it didn’t 4. Organizations are looking for sustainable game-changers—new ways to deliver value, compete and win 5. Retail experiences like those of Apple and Amazon are influencing market expectations for digital experiences, from simple ones like “buy a book” to sophisticated ones like “manage a complex medical condition”
  24. 24. 24NOW FOR THE TRANSFORMATION: ONE SIMPLE QUESTION What is value?
  25. 25. 25EPIPHANY outsideinside
  26. 26. 26BOTH PERSPECTIVES MATTER EQUALLY outsideinsideVALUE IS IN THE EYE OF THE BEHOLDER
  27. 27. 27LESSON FOR BZA: WHAT IS VALUE TO CLIENTS? Value = Quality Cost “It’s not the employer that pays the wages. Employers only handle the money. It is the customer who pays the wages. “ - Henry Ford easy to do business with simplifies my work elegant design innovative time to value return on investment total cost of ownership time away from “real work” How Mayo Clinic Defines Value Clients value: outside-in
  28. 28. 28LESSON FOR CX: WHAT IS VALUE TO BUSINESS? Value = Quality Cost “Chase the vision, not the money; the money will end up following you.” –Tony Hsieh, Zappos CEO revenue! clients won (market share) clients retained (loyalty) net promoter score (advocacy) speed to market (agility) brand management (values) profitability! time, people, and resources total cost of ownership How Mayo Clinic Defines Value Business values: inside-out
  29. 29. 29WHAT WE’RE PROPOSING Win together. Fail alone. BzA and CX exist to help the business deliver results. To do so, both BzA and CX need to evolve. A client experience that delivers business value depends on the right capabilities in the right place at the right time. And we cannot think about a capability without thinking about how that capability is experienced by a client who will either pay for it or not. Only together can we truly provide our unique value: a comprehensive framework to help align investments and projects to business strategy.
  30. 30. 30A MODEL FOR STRATEGY VISION What must our business look like in the future? IMPERATIVES Why is our vision our vision? What priorities, battlegrounds, and business model evolution must we address? ! GOALSWhat does success look like? How will we measure success? CAPABILITIES What capabilities do we need to achieve our goals? Where must we shine? What capabilities can we let go? What capabilities will maximize business value? GAPS What stands between us and where we need to be? What gaps should be filled, when, how, and in what sequence?
  31. 31. 31TURNING STRATEGY INTO ACTION ARCHITECTURE Project Sprint Project Sprint Project
  32. 32. 32WHY WE NEED TO START WITH THE MODEL WHAT HOW WHY Who cares? This is how we get precise about what matters to the business and its clients, so that BzA and CX can put a framework in place to identify work that must be done to achieve desired business results.
  33. 33. 33BZA & CX: TAG-TEAMING STRATEGY INFORM: CONTEXTUALIZE: CLARIFY: DEFINE: ASSESS: Refine vision with current and future pain points and opportunities Provide depth concerning market forces, business model evolution, client demands, disruption, channel evolution, etc. Refine vision with precision on where, when, and how the business delivers value to stakeholders; drive accountability by defining metrics Identify and prioritize capabilities required to deliver value; ensure all impacts are known; identify redundancies and opportunities for synergy Analyze gaps, including priority (value, urgency, etc.) and complexity; analyze current investments in portfolio DESIGN: High-level picture of the systems, structures, processes, interactions, and information required for delivery REVIEW: Recommend project content and sequence; ensure strategy is reflected in project scope and requirements; input to portfolio intake process
  34. 34. 34BZA & CX: KEY CONTRIBUTION +Business Architecture Client Experience Together = Translates CX into actionable capabilities in order to deliver the right things at the right time and to the right person  Ensures united business view of priorities  Avoids technology for technology’s sake thinking  What capabilities to invest in and why (business and client perspective)  Broadens scope of required capabilities to include optimizing specific touchpoints and client tasks, aligned to the client’s definition of success  Ensures client-centric thinking, dedication to client success, and a strongly branded experience across diverse stakeholders  Which components of the client experience to focus on and why Comprehensive Recommendation: Where to focus Where to invest Where to let go Why When How fast Some More ALL
  35. 35. 35A WORD ABOUT STRATEGYSTRATEGY=ITERATIVE
  36. 36. 36 Part 4 process & products
  37. 37. 37PROCESS & PRODUCTS Here’s how we’re going to present what we did: Construct lingua franca Integrate process Integrate work products Align unique BzA work products Align unique CX work products5 4 3 2 1
  38. 38. 38(HOW IT REALLY HAPPENED) 1 4 5 3 2 2 2 2 2 2 2 Construct lingua franca Integrate process Integrate work products Align unique BzA work products Align CX work products5 4 3 2 1 3 5
  39. 39. 39LINGUA FRANCA: CONSTRUCTING A TAXONOMY OF TERMS What we did: 1. Identify terms used formally and colloquially 2. Define terms 3. Eliminate synonyms (pick one!) 4. Identify similar altitudes and granularity 5. Map relationships (parent/child, peer, “type of,” etc.) 6. Connect peer concepts 7. Accept imperfection Early brainstorming:
  40. 40. 40INTEGRATED PROCESS & WORK PRODUCTS Vision Imperatives Goals Capabilities Features Agile Sprints Architecture Business and client experience architecture to achieve strategy Identifies options to achieve strategy W H A T H O W Key BzA & CX work products: Adapted from Business Architecture Guild Current business capabilities & heat map Current client experience & heat map Problem Statement Opportunity Baseline KPIs Critical success factors W H Y Solution Approach Target KPIs Options to achieve vision Future business capabilities Future client experience Gap, impact, and competitive analyses Implementation Approach Pilots, experiments, and projects Strategy Execution Development reviews to ensure traceability of execution to vision Input to portfolio intake process Solution architecture and development Iterate! VALUE unique BzA and CX work products along the way (more on this to come) +
  41. 41. 41BZA & CX: INTEGRATED WORK PRODUCTS Architecture BlueprintMaster Client Journey Map Business perspective People Processes Technology Data Client perspective Personas Tasks Touchpoints Pain points 360° Converged Process Flows L1L1 L2 Phase-Level Journey Map L2 Capability Model L3
  42. 42. 42INTEGRATION: THE 360° VIEW
  43. 43. 43THE 360°: AN EXAMPLE
  44. 44. 44TRANSLATING THE 360° INTO A RECOMMENDATION Where the BzA & CX rubber meets the road
  45. 45. 45ALIGNING BZA WORK PRODUCTS: BLUEPRINT
  46. 46. 46ALIGNING BZA WORK PRODUCTS: CAPABILITY MODEL
  47. 47. 47 Master Client Journey Map ALIGNING CX WORK PRODUCTS Phase-Level Journey Map
  48. 48. 48ALIGNING CX WORK PRODUCTS: PERSONAS & SCENARIOS Scenarios Concise little stories of real-world business and/or medical practice situations, told as a story with human actors (personas!); goals; context; human, process, or system interactions; and outcomes. Include:  Short description of scenario scope and value from client perspective  “Given” statement (preconditions, context)  “When” statement (action taken by an actor or persona)  “Then” statement (measurable outcome) Given When Then Precision about WHO and WHAT/WHY
  49. 49. 49LAST LAYER O’ THE ONION: CONVERGED PROCESS FLOWS Client Experience: Touchpoint details Business Architecture (partial) personas (humans) actors how this human defines success technology pain point client task link to a task in another touchpoint
  50. 50. 50 Part 4 processing
  51. 51. 51HERE’S THE KICKER What is value… …to the business? …to our clients? How do we deliver value? How well are we delivering value? Business outcomes VISION KPIs CAPABILITIES CLIENT JOURNEY KPIs MEANS END
  52. 52. 52HEATMAPPING: OUR JOURNEY TOWARD ACTIONABLE DATA Capabilities Health? strongweak Client Journey Enables client success? strongweak Capabilities Scorecard Business Strategy Execution Example KPIs: Progress toward strategy Cultural success factors Marketshare / Mindshare Clients won / retained Client satisfaction Cost structure optimization Net operating income (NOI) people process technology data competition Client Journey Scorecard satisfaction value usability ROI competition Value of Capability Value of Client Journey Processes Ambiguity, poor documentation, lack of role clarity, inconsistency, reliance on memory,? nopeyup WE ARE HERE CRAWL WALK RUN
  53. 53. 53HEAT MAPPING: THE REAL JOURNEY PERCEPTION DATA Are we adding value? my pet projectyour pet project Are we adding value? Measurable improvement to business KPIs yesno We delivered the project!
  54. 54. 54 It’s a journey. JUST BEING HONEST Time Our Knowledge
  55. 55. 55WE’VE GOT A WAYS TO GO Bruce Temkin’s client experience maturity model: http://bit.ly/1VQAreN Interested Client experience viewed as important Uncoordinated activities begin; no real leadership Minimal funding, staffing, and management support Invested Recognition that client experience is not “flavor of the month;” funding/staffing are required Focus is on fixing problems More formal and centralized groups emerge Committed Understanding that this impacts the bottom line Focus expands from just fixing problems to include redesigning processes Decision point: do we have an appetite for what is required? Engaged A core part of the company's culture Focus shifts from redesigning processes to designing best-of-breed experiences Emphasis on employee engagement, shifting away from centralized client experience team Embedded Takes several years to achieve—client experience is everywhere in the organization Employees own maintaining the client experience Client experience becomes a critical asset with senior management as the keeper 1 2 3 4 5 WE ARE HERE
  56. 56. 56 PROCESSING: KEY TAKEAWAYS What We’re Recommending BzA has to give up solo “ownership” of capabilities CX has to give up solo “ownership” of the client journey Why BzA and CX need each other Neither command a comprehensive view but both have critical strengths Opportunities abound! WIIFM Increased business impact, value, and relevance More data = more influence Allies in difficult organizational change management and cross- silo transformation Perspective New(er) disciplines always struggle for their place in the pecking order Let’s skip to the part where we all feel confident enough to share our toys Wisdom Value is in the eye of the beholder: together we understand our beholders deeply Together we demystify strategy: strategy has structure and just because it’s ambiguous doesn’t mean it’s crazy town Bottom Line “Value is not determined by those who set the price. Value is determined by those who choose to pay it.” ― Simon Sinek
  57. 57. 57 OUR PLAYBOOK: DON’T BE A PRINCESS  Dialogue  Value systems thinking, even if it makes things (temporarily) more complicated  Use examples to make the abstract concrete  Pursue inclusion and collaboration (pain is weakness leaving the body)  Remember that this is iterative work, not linear—embrace the journey and the ambiguity  Advocate for each other  Be transparent; experiment; learn; share findings x Dictate x Expect your business to embrace this stuff right away (start with why!) x Describe either BzA or CX as “strategy to execution” x Hoard information, or worry about perfect drafts of things x View BzA or CX as a self-promotion strategy (for example, “I just want to get to Senior”) as opposed to a career path with a specific skill set and aptitudes x Fear taking risks
  58. 58. 58 Part 5 in parting
  59. 59. 59WE GET BY WITH A LITTLE HELP FROM OUR FRIENDS We so didn’t do this alone! Thanks to our partners- in-crime at Mayo Clinic: Michael Ayres Eric Codega Brittany Hammer Mike Harris Matt Huggenvik Jeff Kallis Brett Landon Lynn Loynes Jessica Meyer Mary Kay Plotz Charleston Thomas Laura Walech Business Architecture Guild® BIZBOK Guide V6.0. Clark, Mike, Whynde Kuehn, Chalon Mullins and Eric Spellman. Business Architecture and the Customer Experience: A Comprehensive Approach for Turning Customer Needs into Action. Business Architecture Guild, October 2016. Collins, Jim. Good to Great. HarperBusiness, 2001. Customer Experience Management. LinkedIn group. Fish, Jason G. and Whynde Melaragno. Operationalizing Customer Experience Initiatives. Presentation, Applied Business Architecture. 2014. Lambert, Daniel. The Art of Measurement and Business Analysis. Biz-architect.com. Lockwood, Thomas. Design Thinking: Integrating Innovation, Customer Experience, and Brand Value. Design Management Institute and Allworth Press, 2009. Pine II, Joseph B. and James H. Gilmore. The Experience Economy. Harvard Business Review, 2011. Scott, Jeff. Transform Vision into Value: Managing the Strategy to Execution Process. Webinar. Accelare Webinar, 31 July 2014 GMT-04:00. S2E Consulting. Presentation, Strategy to Execution. 14 September 2017. Salaski, Pat and Jay Matre. Enterprise Architecture: The Intersection Between IT Delivery and Business Architecture. Presentation to the Twin Cities Business Architecture Forum. 18 July 2017. Temkin, Bruce. The Customer Experience Journey. Customer Experience Matters blog. 18 Sept 2008.
  60. 60. 60 & TY BFN
  61. 61. 61 Appendix just in case
  62. 62. 62BZA & CX: SAME QUESTIONS, DIFFERENT PERSPECTIVES Business ArchitectureBUSINESS ARCHITECTURE CLIENT EXPERIENCE VISION What must our business look like in the future? IMPERATIVES Why is our vision our vision? What priorities, battlegrounds, and business model evolution must we address? ! GOALSWhat does success look like? How will we measure success? CAPABILITIES What capabilities do we need to achieve our goals? Where must we shine? What capabilities can we let go? What capabilities will maximize business value? GAPS What stands between us and where we need to be? What gaps should be filled, when, how, and in what sequence? Health of current client experience Current client journey maps with heat mapping Market, competitive, and client experience trend analysis Health of current business capabilities Current capability blueprint with heat mapping Current investment model Industry trends Input to business roadmap representing business perspective Input to business roadmap representing client perspective Business perspective on definition of success and baseline and target KPIs and critical success factors Client perspective on definition of success and baseline and target KPIs and critical success factors Iteration 1: recommended future capabilities Iteration 1: vision for future CX Iteration 2: CX strategy, etc. Gaps across client journey including information flow, channel hops, context switching, and pain points Iteration 2: future capabilities Iteration 2: BzA blueprint Business gaps including roles, skills, processes, etc. Iteration 1: BzA blueprint Business impact analysis Iteration 1: CX strategy Iteration 1: future client journey map Future-state client scenarios Client impact analysis
  63. 63. 63ARCHITECTURE IS ITERATIVE (TOGAF SAYS SO) http://pubs.opengroup.org/architecture/togaf9-doc/arch/chap05.html …but we think TOGAF is missing Client Experience Architecture.

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