The ongoing transformation mode is a fact of the current state of the industry in general. The way that organizations achieved success in the past 20 years will not ensure survival and evolution in today’s changing landscape. The industry’s focus is “Reinvention”: we need to reinvent enterprises, and consequently IT. Enterprises are building new Business and IT capabilities and BRMs are the catalysts for that change. This will not be possible by concentrating only on the traditional models which often are not relevant any more, including organizational structures, roles, and frameworks. Capabilities Road mapping based on the Customer Design Thinking is a powerful exercise where Business Relationship Managers and Business/Enterprise Architects should team up and jointly ensure that IT delivers value to the business

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2. How we came up with the topic
Introduction to Pratt & Whitney Canada
Re-inventing IT
Conclusion
Capability Mapping
Why a Digital Enterprise?
2

3. SANA CHAARANI
BRM COI Montreal
Enterprise Architect , Pratt&Whitney Canada
BRMP®, TOGAF and Business Architecture Guild practitioner
25 years in Enterprise Architecture
SVETLANA SIDENKO
BRM Institute Ambassador in Canada Region
BRM COI Leader in Montreal and Ottawa
IT Chapter President
CBRM®, ITIL® EXPERT, PMP®, CGEIT®, COBIT® 5 IMPLEMENTER, PRINCE® 2
PRACTITIONER, CHANGE MANAGEMENT PRACTITIONER, ISO 20000
PRACTITIONER
BRMP ®, CBRM ®, COBIT®5, Change Management and ITIL® Trainer
20 years in IT management functions
3

4. Enterprise Architect at
P&WC BRM Institute
BRM at
P&WC
Three PERSONAS – One Goal
4

5. P&WC Mission: Dependable Engines
Rely on
our
1
2
3
4
5
6
For more
than
In
Putting first
our
Serviced by
Supported
by our
+63,000 dependable engines
1
+820,000,000 operating hours
2
+200 countries and territories
3
+14,000 skilled operators
4
+9,400 engaged employees
5
+1,150 airlines
6
+ 15,000 customers and +38,000aircrafts
5

6. Aerospace Industry Current State
• Embracing new digital technologies is not new in the Aerospace industry.
• Yet companies are struggling in their digital journey:
• Pace of change is accelerating
• New digitally-savvy players are entering the market
• Digital is expanding beyond engineering to all value streams
• Shallow talent pool
• Rigid organizational structures.
• C-suite are questioning if their digital investments are paying off – value realization
• Digital transformation spending to reach $1.7 trillion worldwide in 2019, a 42%
increase from 2017 (IDC)
6

7. Digital Technology vs Transformation
• Today:
• ‘Digital technology’ search
has yield 1,350,000,000
result
• ‘Digital Transformation’
search has yield
116,000,000 results
The interest in Digital Technology is not a new trend. It was a ‘hot’ subject way back in the years 2000.
Understanding that Digital technology is an inevitable transformation vehicle to new business models, is a
new trend.
Digital is a
way of life
7

8. We cannot solve our problems with the
same thinking we used when we
created them
Albert Einstein
8

9. Roles’ Interest over time
• The worldwide interest in both EA and BRM roles
have known an increase in the last couple of years
• The digital transformation impact has fueled the
interest for enterprise and strategic roles
Last 12 months
Last 5 years
9

10. 10
BRMEnterprise Architects
Creates a ‘unified’ IT environment that is
Robust, Flexible and Efficient.
Main goal: Maintain and Increase the
ability to change.
BRM role is to
Secure, Protect and Develop value to
the business
Main goal : Ensure that value is realized
in every investment
Complementary Roles

11. Value at the core
11
Digital
AmbitionValue
Business
Strategy
Digital
Portfolio
Execution
Capture
Value Ideas
Create
Value Plan
Create
Value Map
Execution
Strategy
BRM
Executive
Strategy Board
Enterprise
Architects
Capability
Map
Capture and
report value
Shape the strategy
to drive value
Assist in
Business Case
Ensures Value
can be realized
Project Team
Portfolio
Manager

12. Roles Defined
12
• Canada Survey Results
The roles and
responsibilities of
Enterprise Architects
and BRMs are well
defined based on
close collaboration
24%
The roles and
responsibilities of
Enterprise Architects
and BRMs are not
well defined based
42%
No interaction with
the Enterprise
Architecture team
24%
We have no
Enterprise Architects
10%

13. Capability Mapping
13
How we used to do it: Process centric
How we should do it – Customer centric

14. Capability Mapping
14
Capability
Capability
Capability
Know your
customers
Identify business
capabilities needed
Prioritize business
capabilities based
on customer painpoints

15. Conclusion
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Shaping IT of the Future
• In today’s rapidly changing landscape in the business in
general, the industry’s focus is ‘Reinvention’
• BRMs and EAs are two strategic roles who have to work
together in order to re-invent the digital enterprise
• Is it easy ? Together Everyone Achieve More

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