1. Architect Café 15/05/2014
Linking EA to enterprise investment
Kindly hosted by Deloitte
Chris Potts
@chrisdpotts
Connect with BAEA: @BAEA_
#entarch #ArchitectCafe

2. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment
Chris Potts
BAEA, Brussels
15th May 2014

3. © Copyright Dominic Barrow Services Limited. All rights reserved.
What I Do
FRUITION
Author of The FruITion Trilogy
RECREATION DEFRICTION
Practitioner & Mentor
Speaker & Facilitator
Corporate Strategist
- Enterprise Investment -
Working with people around the world
helping them to succeed with their strategies
and to increase their value, contribution and influence

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70% of projects fail
Enterprise Investment: How Are We Doing?

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Some Projects Succeed, Some Don’t
-$150 million
-$120 million
-$115 million
-$101 million

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Some Projects Succeed, Some Don’t
+$919 million

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The First Principle of Enterprise Investment
Investment is about scenarios and probabilities
not certainties
Do you agree with this principle?

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Enterprise Investment
From Information Technology to Enterprise Investment
The Value Chain for Enterprise Investment
Enterprise Investment Culture
The Enterprise Investment Portfolio
End-to-End Process, Core Capabilities and Governance

9. © Copyright Dominic Barrow Services Limited. All rights reserved.
From Information Technology
to Enterprise Investment

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At the Heart of Every Strategy…
People
Money Technologies
Value

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Fourth Generation
Enterprise Investment
Focus: Return on investments in business change
Foundation: Portfolio of investments in change
The Four Generations of Corporate Strategy for IT
Third Generation
IT Exploitation
Focus: The value people create by exploiting IT
Foundation: Investments involving IT
Focus: Cost and performance of IT services
Foundation: IT spending (core capabilities, projects, services)
Second Generation
IT Efficiency
Focus: Architecture & standards
Foundation: IT roadmap
First Generation
Technology
The FruITion Strategy®

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The Value Chain
for Enterprise Investment

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Enterprise Investment
Achieving your goals for both structure and value
as risk-efficiently as possible

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The Porter Value Chain
Enterprise Architecture?
Investment Portfolio Management?
Sourcing?
Strategy?
FIRM INFRASTRUCTURE
INBOUND
LOGISTICS
OPERATIONS OUTBOUND
LOGISTICS
MARKETING
& SALES
SERVICE
SUPPORT
ACTIVITIES
PRIMARY ACTIVITIES
HUMAN RESOURCE MANAGEMENT
TECHNOLOGY DEVELOPMENT
PROCUREMENT
© Michael Porter

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Supply
(Internal/External – Cloud)
The Enterprise Investment Value Chain
Strategy
Structure Value
People Services Products
Enterprise
Architecture
Investment
Portfolio
Management
Enterprise Investment
Sourcing

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Supply
(Internal/External – Cloud)
The Enterprise Investment Value Chain
Strategy
Structure Value
People Services Products
Enterprise
Architecture
Investment
Portfolio
Management
Enterprise Investment
Sourcing

17. © Copyright Dominic Barrow Services Limited. All rights reserved.
Supply
(Internal/External – Cloud)
The Enterprise Investment Value Chain
Strategy
Structure Value
People Services Products
Enterprise
Architecture
Investment
Portfolio
Management
Enterprise Investment
Sourcing“CTO”
“CIO”

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Enterprise Investment – Measures of Success
Enterprise Architecture Investments Management
Achievement of agreed design characteristics
Success of structural investments
Influence on people’s strategies & plans
Impact on portfolio productivity & efficiency
Impact on time-to-first benefit in projects
Achievement of agreed investment goals
Percentage investment by value type
Portfolio costs to P&L
Each project: value milestones achieved
Contribution of ‘exploitation projects’
Sourcing
Supplier delivery to SLAs and Project Milestones
Costs to cash versus budgets
Business impacts of service disruptions
Supplier added value (over & above contract)
Mitigation of supply risks to agreed residual values

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Enterprise Investment
Investing in Stability, Investing in Change
Strategy
Stability Change
Goals
Outcomes
Operations Projects
Invest in
Stability
Invest in
ChangeAgents
of Stability
Agents
of Change
Predictabilities Probabilities

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Enterprise Investment – Investing in Stability and Change
Achieving your goals for both structure and value
as risk-efficiently as possible
Core tactic
Diversify your investments
until no more diversity improves their risk-efficiency
Modern Portfolio Theory (1952)
adapted for an enterprise’s investments in change
plus: Behavioural Economics
as evidenced by the Investment Culture

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Enterprise Investment Culture

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Why Culture is at the Heart of Strategy
“Culture eats strategy for breakfast”
Peter Drucker

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Enterprise Investment Culture - Diagnosis

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Enterprise Investment Culture - Diagnosis
Dimension Prevailing Culture
Value Creation
Considered
always
Considered
last
Avoided
Considered
first
Innovation Focus None Market Technical Internal
Investment Portfolio Inventory Bottom-up Non-existent Top-down
Targeting Outcomes Activities Outputs None
Exploiting Assets & Services Central Missing Peripheral Intended
Investment Strategy Random
Strategic
goals
Operational
goals
Something
else
Sponsorship Accountable Nominal Absent Responsible
Project Management
Delivering
change
Time/cost/
quality
ROI
hypothesis
Delivering
value
Impact on Operating Costs Important Ignored Interesting Critical
Behaviour Towards Projects Controlling Influencing Undermining Not interested

25. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment Culture – Example Diagnosis
Dimension Prevailing Culture
Value Creation
Considered
always
Considered
last
Avoided
Considered
first
Innovation Focus None Market Technical Internal
Investment Portfolio Inventory Bottom-up Non-existent Top-down
Targeting Outcomes Activities Outputs None
Exploiting Assets & Services Central Missing Peripheral Intended
Investment Strategy Random
Strategic
goals
Operational
goals
Something
else
Sponsorship Accountable Nominal Absent Responsible
Project Management
Delivering
change
Time/cost/
quality
ROI
hypothesis
Delivering
value
Impact on Operating Costs Important Ignored Interesting Critical
Behaviour Towards Projects Controlling Influencing Undermining Not interested

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Comparing Investment Cultures (Example)

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Does The Diagnosis Expose Any Paradoxes?
Do all the answers seem consistent with each other?

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Enterprise Investment Culture – Example Diagnosis
Dimension Prevailing Culture
Value Creation
Considered
always
Considered
last
Avoided
Considered
first
Innovation Focus None Market Technical Internal
Investment Portfolio Inventory Bottom-up Non-existent Top-down
Targeting Outcomes Activities Outputs None
Exploiting Assets & Services Central Missing Peripheral Intended
Investment Strategy Random
Strategic
goals
Operational
goals
Something
else
Sponsorship Accountable Nominal Absent Responsible
Project Management
Delivering
change
Time/cost/
quality
ROI
hypothesis
Delivering
value
Impact on Operating Costs Important Ignored Interesting Critical
Behaviour Towards Projects Controlling Influencing Undermining Not interested

29. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment Culture – The “Perfect Diagnosis”
Dimension Prevailing Culture
Value Creation
Considered
always
Considered
last
Avoided
Considered
first
Innovation Focus None Market Technical Internal
Investment Portfolio Inventory Bottom-up Non-existent Top-down
Targeting Outcomes Activities Outputs None
Exploiting Assets & Services Central Missing Peripheral Intended
Investment Strategy Random
Strategic
goals
Operational
goals
Something
else
Sponsorship Accountable Nominal Absent Responsible
Project Management
Delivering
change
Time/cost/
quality
ROI
hypothesis
Delivering
value
Impact on Operating Costs Important Ignored Interesting Critical
Behaviour Towards Projects Controlling Influencing Undermining Not interested

30. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment Culture – Example Diagnosis
Dimension Prevailing Culture
Value Creation
Considered
always
Considered
last
Avoided
Considered
first
Innovation Focus None Market Technical Internal
Investment Portfolio Inventory Bottom-up Non-existent Top-down
Targeting Outcomes Activities Outputs None
Exploiting Assets & Services Central Missing Peripheral Intended
Investment Strategy Random
Strategic
goals
Operational
goals
Something
else
Sponsorship Accountable Nominal Absent Responsible
Project Management
Delivering
change
Time/cost/
quality
ROI
hypothesis
Delivering
value
Impact on Operating Costs Important Ignored Interesting Critical
Behaviour Towards Projects Controlling Influencing Undermining Not interested

31. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment Culture – What to Keep, What to Change?
Dimension Prevailing Culture
Value Creation
Considered
always
Considered
last
Avoided
Considered
first
Innovation Focus None Market Technical Internal
Investment Portfolio Inventory Bottom-up Non-existent Top-down
Targeting Outcomes Activities Outputs None
Exploiting Assets & Services Central Missing Peripheral Intended
Investment Strategy Random
Strategic
goals
Operational
goals
Something
else
Sponsorship Accountable Nominal Absent Responsible
Project Management
Delivering
change
Time/cost/
quality
ROI
hypothesis
Delivering
value
Impact on Operating Costs Important Ignored Interesting Critical
Behaviour Towards Projects Controlling Influencing Undermining Not interested

32. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment Culture – What to Target?
Dimension Prevailing Culture
Value Creation
Considered
always
Considered
last
Avoided
Considered
first
Innovation Focus None Market Technical Internal
Investment Portfolio Inventory Bottom-up Non-existent Top-down
Targeting Outcomes Activities Outputs None
Exploiting Assets & Services Central Missing Peripheral Intended
Investment Strategy Random
Strategic
goals
Operational
goals
Something
else
Sponsorship Accountable Nominal Absent Responsible
Project Management
Delivering
change
Time/cost/
quality
ROI
hypothesis
Delivering
value
Impact on Operating Costs Important Ignored Interesting Critical
Behaviour Towards Projects Controlling Influencing Undermining Not interested

33. © Copyright Dominic Barrow Services Limited. All rights reserved.
The Enterprise Investment Portfolio

34. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment – Promise and First Principle
Achieving your goals for both structure and value
as risk-efficiently as possible
Investment is about scenarios and probabilities
not certainties

35. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment
Achieving your goals for both structure and value
as risk-efficiently as possible
Core tactic
Diversify your investments
until no more diversity improves their risk-efficiency
Modern Portfolio Theory (1952)
adapted for an enterprise’s investments in change
plus: Behavioural Economics
as evidenced by the Investment Culture

36. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment Culture – The “Perfect Diagnosis”
Dimension Prevailing Culture
Value Creation
Considered
always
Considered
last
Avoided
Considered
first
Innovation Focus None Market Technical Internal
Investment Portfolio Inventory Bottom-up Non-existent Top-down
Targeting Outcomes Activities Outputs None
Exploiting Assets & Services Central Missing Peripheral Intended
Investment Strategy Random
Strategic
goals
Operational
goals
Something
else
Sponsorship Accountable Nominal Absent Responsible
Project Management
Delivering
change
Time/cost/
quality
ROI
hypothesis
Delivering
value
Impact on Operating Costs Important Ignored Interesting Critical
Behaviour Towards Projects Controlling Influencing Undermining Not interested

37. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment Culture – What to Target?
Dimension Prevailing Culture
Value Creation
Considered
always
Considered
last
Avoided
Considered
first
Innovation Focus None Market Technical Internal
Investment Portfolio Inventory Bottom-up Non-existent Top-down
Targeting Outcomes Activities Outputs None
Exploiting Assets & Services Central Missing Peripheral Intended
Investment Strategy Random
Strategic
goals
Operational
goals
Something
else
Sponsorship Accountable Nominal Absent Responsible
Project Management
Delivering
change
Time/cost/
quality
ROI
hypothesis
Delivering
value
Impact on Operating Costs Important Ignored Interesting Critical
Behaviour Towards Projects Controlling Influencing Undermining Not interested

38. © Copyright Dominic Barrow Services Limited. All rights reserved.
“Investment Portfolio” (Inventory)
Project Sponsor Capital €000 NPV €000
Apex 1 Tim Kahns 30,675 +49,376
Apex 2 Tim Kahns 46,230 +78,024
Redevelop Spartan Frances West 10,103 +36,200
CRMX version 3.6 Jerry Young 7,589 +22,017
V36 compliance Debbie Grant 31,120 +42,000
Web access to GRZA James Turner 12,974 +27,017
Refresh AOP and FFR Frances West 28,913 +48,384
Upgrade TRANSOP3 James Turner 62,252 +94,105
Building 21 Geoff Holden 96,048 +119,016
Firetop Phase 3 Julia Graham 4,456 +81,082
Firetop Phase 4 Julia Graham 1,940 +5,978
Replace WRKFLM Leo McKendrick 7.659 +15,377
OpCon Automation Miles Harrison 4,957 +6,790
Project Trio Trevor Dean 61,481 +113,967
QQT version 6 Frances West 41,468 +72,991
447,865

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Building a “Bottom-Up” Portfolio: The Smartie Matrix
Change Projects
Value Types A B C D E F G H I J K L M N O
Revenue protection & growth
Cost control & reduction
Productivity & efficiency
Brand reputation
Customer delight
Employees satisfaction
Compliance
Survival
Enterprise Architecture
Primary value type
Secondary value types
Project Probability Paradox
The higher the probability of approval,
the lower the probability of success!

40. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment Portfolio (Live Projects)
Value Type
Investment Goals
Projects Value
Project
Investment
P&L Cost
impact
Probability
2014 2015 Implementation Investment
Revenue
protection & growth
+€125m +€150m
Project A +€13,5m 7,2 +3,9 High Medium
Project B +€131,8m 54,1 +12,6 Medium Medium
Project C +€11,2m 3,7 +8,1 High Low
Cost
control & reduction
-€50m
Zero
increase
Project D -€33,1m 11,5 -33,1 Medium Zero
Project E -€25,1m 2,3 -25,3 High High
Productivity
& Efficiency
+0,5 +1,0
Project F +0,31 9,7 -7,0 Medium Low
Project G +0,63 30,5 +28,5 Medium Medium
Brand reputation +5,0%
To be
confirmed
Project H +3,0% 52,5 +7,6 Low Low
Project I +8,5% 74,6 +18,9 High Medium
Customer delight +0,25 +0,40
Project J +0,21 41,6 +9,4 High High
Project K +0,16 33,1 +3,1 Zero Zero
Employees satisfaction +10,0% +5,0% Project L +12,5% 62,9 -3,0 High Low
Compliance Yes Yes Project M Yes 49,0 +8,8 High Medium
Survival Yes Yes Project N Yes 12,0 +4,5 High Medium
Enterprise Architecture Yes Yes Project O Yes 76,6 +11,0 High High
Investments and P&L costs are in € million, and include
both actual costs and the cost equivalent of time
521,3 +48,0

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What Do We Know About the Future?
Revenues per €1 of Operating Expenses
3,6
3,7
3,8
3,9
?
EBIT per €1 of Revenues
0,00
0,05
0,10
0,15
?
€000 2008 2009 2010 2011 2012
Revenues (Net Sales) 8,272 8,258 9,310 10,497 11,762
EBIT 779 834 1,118 1,249 1,345
Net Profits 401 441 613 683 735
Operating Expenses 2,103 2,109 2,412 2,807 3,166

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Enterprise Architecture Scenario Planning (Example Output)
Customers Processes
Products
& Services
Organisation Technologies
De Facto
Scenario
Innovation Incremental Step Change Incremental Breakthrough Breakthrough
Investment Low High High Medium Medium
Scenario A
Innovation Incremental Incremental Incremental Step Change Step Change
Investment Low Medium High Medium Medium
Scenario B
Innovation Breakthrough Breakthrough Step Change Incremental Incremental
Investment Low Medium Medium Low Low
Scenario C
Innovation Step Change Incremental Breakthrough Incremental Step Change
Investment Medium Medium Medium Medium High
Scenario X
Innovation ? ? ? ? ?
Investment ? ? ? ? ?

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End-to-End Process
Core Capabilities and Governance

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Supply
(Internal/External – Cloud)
Enterprise Investment Value Chain
Strategy
Structure Value
People Services Products
Enterprise
Architecture
Investment
Portfolio
Management
Enterprise Investment
Sourcing

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The End-to-End Investment Process
Innovate Invest ExecuteExecute Exploit

46. © Copyright Dominic Barrow Services Limited. All rights reserved.
The End-to-End Investment Process
Innovate Invest Execute
Investor’s Perspective
Innovate Invest Execute Exploit
Implementer’s Perspective
Exploit

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Enterprise Investment Process – Core Capabilities
High
Low
Asset & Service
Exploitation
(Enterprise)
Operations
Management
Project
Management
(Implementation)
Project
Management
(Investment)
Sourcing
Investment Portfolio
Management
Enterprise
Architecture
Contribution
& Influence
Innovate Invest Execute Exploit
Investment Process

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Architect-Designed Investment Process
Investment Proposal Investments Board
Investments Portfolio
Investment Culture
Innovate Invest Execute Exploit

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Enterprise Investments Board
Replaces “IT Governance Board”
Sets investment goals, constraints,
priorities
Monitors aggregate performance of
investments
Examines predicted impacts of
investments on future operating costs
Scrutinises existing investments and
steers their execution
Approves or reject new proposals for
investment

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Architect-Designed Investment Process
Investment Proposal Investments Board
Investments Portfolio
Investment Culture
Innovate Invest Execute Exploit

51. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment Portfolio (Live Projects)
Value Type
Investment Goals
Projects Value
Project
Investment
P&L Cost
impact
Probability
2014 2015 Implementation Investment
Revenue
protection & growth
+€125m +€150m
Project A +€13,5m 7,2 +3,9 High Medium
Project B +€131,8m 54,1 +12,6 Medium Medium
Project C +€11,2m 3,7 +8,1 High Low
Cost
control & reduction
-€50m
Zero
increase
Project D -€33,1m 11,5 -33,1 Medium Zero
Project E -€25,1m 2,3 -25,3 High High
Productivity
& Efficiency
+0,5 +1,0
Project F +0,31 9,7 -7,0 Medium Low
Project G +0,63 30,5 +28,5 Medium Medium
Brand reputation +5,0%
To be
confirmed
Project H +3,0% 52,5 +7,6 Low Low
Project I +8,5% 74,6 +18,9 High Medium
Customer delight +0,25 +0,40
Project J +0,21 41,6 +9,4 High High
Project K +0,16 33,1 +3,1 Zero Zero
Employees satisfaction +10,0% +5,0% Project L +12,5% 62,9 -3,0 High Low
Compliance Yes Yes Project M Yes 49,0 +8,8 High Medium
Survival Yes Yes Project N Yes 12,0 +4,5 High Medium
Enterprise Architecture Yes Yes Project O Yes 76,6 +11,0 High High
Investments and P&L costs are in € million, and include
both actual costs and the cost equivalent of time
521,3 +48,0

52. © Copyright Dominic Barrow Services Limited. All rights reserved.
Architect-Designed Investment Process
Investment Proposal Investments Board
Investments Portfolio
Investment Culture
Innovate Invest Execute Exploit

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Enterprise Investment Proposal
Completed and presented by whoever
will deliver the benefits
Overall sequence of questions:
- Primary goal, any secondary goals
- Estimated costs
- Preferred solution
- Probability of success
Whose behaviours will need to change,
and how, for the investment to succeed?
Specific people that success will depend
upon
Timescale, end-backwards

54. © Copyright Dominic Barrow Services Limited. All rights reserved.
Architect-Designed Investment Process
Investment Proposal Investments Board
Investments Portfolio
Investment Culture
Innovate Invest Execute Exploit

55. © Copyright Dominic Barrow Services Limited. All rights reserved.
In Conclusion

56. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment – Promise and First Principle
Achieving your goals for both structure and value
as risk-efficiently as possible
Investment is about scenarios and probabilities
not certainties

57. © Copyright Dominic Barrow Services Limited. All rights reserved.
Supply
(Internal/External – Cloud)
Enterprise Investment - Value Chain
Strategy
Structure Value
People Services Products
Enterprise
Architecture
Investment
Portfolio
Management
Enterprise Investment
Sourcing

58. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment Process – Core Capabilities
High
Low
Asset & Service
Exploitation
(Enterprise)
Operations
Management
Project
Management
(Implementation)
Project
Management
(Investment)
Sourcing
Investment Portfolio
Management
Enterprise
Architecture
Contribution
& Influence
Innovate Invest Execute Exploit
Investment Process

59. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment Culture – Example Diagnosis
Dimension Prevailing Culture
Value Creation
Considered
always
Considered
last
Avoided
Considered
first
Innovation Focus None Market Technical Internal
Investment Portfolio Inventory Bottom-up Non-existent Top-down
Targeting Outcomes Activities Outputs None
Exploiting Assets & Services Central Missing Peripheral Intended
Investment Strategy Random
Strategic
goals
Operational
goals
Something
else
Sponsorship Accountable Nominal Absent Responsible
Project Management
Delivering
change
Time/cost/
quality
ROI
hypothesis
Delivering
value
Impact on Operating Costs Important Ignored Interesting Critical
Behaviour Towards Projects Controlling Influencing Undermining Not interested

60. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment Culture – The “Perfect Diagnosis”
Dimension Prevailing Culture
Value Creation
Considered
always
Considered
last
Avoided
Considered
first
Innovation Focus None Market Technical Internal
Investment Portfolio Inventory Bottom-up Non-existent Top-down
Targeting Outcomes Activities Outputs None
Exploiting Assets & Services Central Missing Peripheral Intended
Investment Strategy Random
Strategic
goals
Operational
goals
Something
else
Sponsorship Accountable Nominal Absent Responsible
Project Management
Delivering
change
Time/cost/
quality
ROI
hypothesis
Delivering
value
Impact on Operating Costs Important Ignored Interesting Critical
Behaviour Towards Projects Controlling Influencing Undermining Not interested

61. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment Culture – What to Keep, What to Change?
Dimension Prevailing Culture
Value Creation
Considered
always
Considered
last
Avoided
Considered
first
Innovation Focus None Market Technical Internal
Investment Portfolio Inventory Bottom-up Non-existent Top-down
Targeting Outcomes Activities Outputs None
Exploiting Assets & Services Central Missing Peripheral Intended
Investment Strategy Random
Strategic
goals
Operational
goals
Something
else
Sponsorship Accountable Nominal Absent Responsible
Project Management
Delivering
change
Time/cost/
quality
ROI
hypothesis
Delivering
value
Impact on Operating Costs Important Ignored Interesting Critical
Behaviour Towards Projects Controlling Influencing Undermining Not interested

62. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Architecture - Scenario Planning
Customers Processes
Products
& Services
Organisation Technologies
De Facto
Scenario
Innovation Incremental Step Change Incremental Breakthrough Breakthrough
Investment Low High High Medium Medium
Scenario A
Innovation Incremental Incremental Incremental Step Change Step Change
Investment Low Medium High Medium Medium
Scenario B
Innovation Breakthrough Breakthrough Step Change Incremental Incremental
Investment Low Medium Medium Low Low
Scenario C
Innovation Step Change Incremental Breakthrough Incremental Step Change
Investment Medium Medium Medium Medium High
Scenario X
Innovation ? ? ? ? ?
Investment ? ? ? ? ?

63. © Copyright Dominic Barrow Services Limited. All rights reserved.
Enterprise Investment - Portfolio
Value Type
Investment Goals
Projects Value
Project
Investment
P&L Cost
impact
Probability
2014 2015 Implementation Investment
Revenue
protection & growth
+€125m +€150m
Project A +€13,5m 7,2 +3,9 High Medium
Project B +€131,8m 54,1 +12,6 Medium Medium
Project C +€11,2m 3,7 +8,1 High Low
Cost
control & reduction
-€50m
Zero
increase
Project D -€33,1m 11,5 -33,1 Medium Zero
Project E -€25,1m 2,3 -25,3 High High
Productivity
& Efficiency
+0,5 +1,0
Project F +0,31 9,7 -7,0 Medium Low
Project G +0,63 30,5 +28,5 Medium Medium
Brand reputation +5,0%
To be
confirmed
Project H +3,0% 52,5 +7,6 Low Low
Project I +8,5% 74,6 +18,9 High Medium
Customer delight +0,25 +0,40
Project J +0,21 41,6 +9,4 High High
Project K +0,16 33,1 +3,1 Zero Zero
Employees satisfaction +10,0% +5,0% Project L +12,5% 62,9 -3,0 High Low
Compliance Yes Yes Project M Yes 49,0 +8,8 High Medium
Survival Yes Yes Project N Yes 12,0 +4,5 High Medium
Enterprise Architecture Yes Yes Project O Yes 76,6 +11,0 High High
Investments and P&L costs are in € million, and include
both actual costs and the cost equivalent of time
521,3 +48,0

64. © Copyright Dominic Barrow Services Limited. All rights reserved.
Summary
Enterprise Investment emerging from IT (but doesn’t have to)
Combination of Enterprise Architecture & Investments Management
Culture eats strategy for breakfast - diagnose, handle with care
Enterprise Architecture framed by alternative scenarios
Goals-driven and efficient investments portfolio

65. Next Architect Café’s
Connect with BAEA: @BAEA_
#entarch #ArchitectCafe
Tuesday 23/09/2014 EA & innovation Your company?
Thursday 27/11/2014 Unconference Your company?