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Communauté d'intérêts de Montréal
BIENVENUE WELCOME
Business Relationship Management Institute
.
.
THIS WEEK: #BRMWEEK
6
VOTRE COMMUNAUTÉ
Votre nouvelle communauté d'intérêts basée
à Montréal (COI), vouée à enrichir
l’expérience des professionnels de la gestion
des relations d'affaires.
L'économie montréalaise est composée d'un
éventail de secteurs d'activité aussi divers que
ses citoyens.
En conséquence, les professionnels de la
gestion des relations d'affaires ont des
opportunités professionnelles illimitées parmi
une vaste sélection d'industries en pleine
croissance.
Your new Montreal-based Community of
Interest (COI), dedicated to enriching the
experience of business relationship
management professionals.
Montreal’s economy is comprised of an
assortment of business sectors that are as
diverse as its citizens.
As a result, business relationship management
professionals have limitless professional
opportunities amidst a vast selection of
growing industries
YOUR COMMUNITY
7
PLEASE SHARE AND LIKE
• #BRMWeek – Twitter
• Facebook: https://www.facebook.com/MTLBRMCOI/
• Linked In: https://www.linkedin.com/company/11316958/admin/updates/
8
OBTENIR L'INTELLIGENCE D'AFFAIRES DE LA GRA PAR LA RÉFLEXION DU DESIGN
Presented by:
Sana Chaarani
Enterprise Architect/Architecte
d’entreprise
Pratt&Whitney Canada
9
OUR WORLD IS CHANGING
10
DIGITAL NATIVES VS DIGITAL IMMIGRANTS
• Digital Native generation is forcing a disruptive
change in how we do business : digital
transformation
• It is not the Strongest of the Species that
Survives but the most adaptable (Darwin)
• Since 2000, 52% of companies in the Fortune
500 have either gone bankrupt, been acquired
or ceased to exist.
11
WHAT IS DIGITAL TRANSFORMATION ?
It is about processes and
people and managing change
We cannot buy digital
transformation
12
IT IS ALL ABOUT PEOPLE – DISRUPTIVE CHANGE
• Digital transformation is not about technology
• Millenials (born 1980-2000) now entering
employment and will shape the world of work
for years to come.
US Census Bureau
13
DIGITAL TRANSFORMATION - DEFINITION
Customer
Strategy
Corporate
Strategy
• Digital Transformation is the holistic
change of an organization to better
compete in the electronic age.
• In 2016, 89% of companies expect to
compete based on Experience
(Gartner)
• Digital transformation spending to reach
$1.7 trillion worldwide in 2019, a 42%
increase from 2017 (IDC)
14
CAPABILITIES MAPPING AT THE CORE
Deloitte Cap Gemini
15
CAPABILITIES MAPPING
• A business capability defines what a business does.
• Capabilities represent the basic building blocks of a business: they can
be used, improved, rearranged and leveraged in a variety of ways to
achieve an infinite range of business objectives
How a business
delivers value to
internal and external
stakeholders
Business Units
People, process,
Technology and
funding
BIZBOK –
Business Architecture Guild
We cannot solve our
problems with the
same thinking we
used when we created
them
17
CAPABILITY MAPPING
• How we used to do it : Process centric • How we should do it – Customer centric
18
CUSTOMER CENTRIC STRATEGY
19
Awareness
Evaluate
AccessUse
Transition
PERSONAS AND CUSTOMER JOURNEY MAPS
Know your
customers
Map their ‘Wow’
Experience
Identify business
capabilities
needed
20
PERSONA – KNOW YOUR CUSTOMER
• Identify the customers
• Map the customer profile:
• Responsabilities
• Needs
• Digital habits
• Painpoints
21
JOURNEY MAP FOR EACH PERSONA
Business Capability Business Capability Business Capability Business Capability Business Capability
Business Capability Business Capability Business Capability Business Capability Business Capability
Business Capability
Business Capability
Business Capability
Breaking point
Critical Capabilities
22
MVP 1
MVP 2
MVP 3
MVP 4
MVP 5
DIGITAL PRODUCT CONCEPT
• Identify dependencies between the business
capabilities
• Group these capabilities into Digital Products
• Assign a business Product Owner to each
Digital product :
 Owns the features and lifecycle of the product
Prioritize the features needed based on business
need and highest value creation
• Identify the Minimum Viable Product (MVP)
Minimal features needed to be present in the
product in order to deliver customer value
23
FROM BUSINESS NEEDS TO EXECUTION : AGILE
23
Customer Journey Map and Agile / DevOps
Define the Wow Effect we are aiming for
and the steps of the journey
Iterate with Agile Sprints and
reach MVP faster,
while reacting to feedback
and reacting to change consistently
Enterprise Architecture Requirements
24
OUR NEXT MEETINGS
• Planning: proposed date Feb 28th
• Event: proposed date – APRIL 18
• We are looking for a SPEAKER

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Brmi mtl coi 2018-02-13 - atelier - obtenir l'intelligence d'affaires de la gra

  • 1.
  • 2.
  • 3. Communauté d'intérêts de Montréal BIENVENUE WELCOME Business Relationship Management Institute
  • 5.
  • 6. 6 VOTRE COMMUNAUTÉ Votre nouvelle communauté d'intérêts basée à Montréal (COI), vouée à enrichir l’expérience des professionnels de la gestion des relations d'affaires. L'économie montréalaise est composée d'un éventail de secteurs d'activité aussi divers que ses citoyens. En conséquence, les professionnels de la gestion des relations d'affaires ont des opportunités professionnelles illimitées parmi une vaste sélection d'industries en pleine croissance. Your new Montreal-based Community of Interest (COI), dedicated to enriching the experience of business relationship management professionals. Montreal’s economy is comprised of an assortment of business sectors that are as diverse as its citizens. As a result, business relationship management professionals have limitless professional opportunities amidst a vast selection of growing industries YOUR COMMUNITY
  • 7. 7 PLEASE SHARE AND LIKE • #BRMWeek – Twitter • Facebook: https://www.facebook.com/MTLBRMCOI/ • Linked In: https://www.linkedin.com/company/11316958/admin/updates/
  • 8. 8 OBTENIR L'INTELLIGENCE D'AFFAIRES DE LA GRA PAR LA RÉFLEXION DU DESIGN Presented by: Sana Chaarani Enterprise Architect/Architecte d’entreprise Pratt&Whitney Canada
  • 9. 9 OUR WORLD IS CHANGING
  • 10. 10 DIGITAL NATIVES VS DIGITAL IMMIGRANTS • Digital Native generation is forcing a disruptive change in how we do business : digital transformation • It is not the Strongest of the Species that Survives but the most adaptable (Darwin) • Since 2000, 52% of companies in the Fortune 500 have either gone bankrupt, been acquired or ceased to exist.
  • 11. 11 WHAT IS DIGITAL TRANSFORMATION ? It is about processes and people and managing change We cannot buy digital transformation
  • 12. 12 IT IS ALL ABOUT PEOPLE – DISRUPTIVE CHANGE • Digital transformation is not about technology • Millenials (born 1980-2000) now entering employment and will shape the world of work for years to come. US Census Bureau
  • 13. 13 DIGITAL TRANSFORMATION - DEFINITION Customer Strategy Corporate Strategy • Digital Transformation is the holistic change of an organization to better compete in the electronic age. • In 2016, 89% of companies expect to compete based on Experience (Gartner) • Digital transformation spending to reach $1.7 trillion worldwide in 2019, a 42% increase from 2017 (IDC)
  • 14. 14 CAPABILITIES MAPPING AT THE CORE Deloitte Cap Gemini
  • 15. 15 CAPABILITIES MAPPING • A business capability defines what a business does. • Capabilities represent the basic building blocks of a business: they can be used, improved, rearranged and leveraged in a variety of ways to achieve an infinite range of business objectives How a business delivers value to internal and external stakeholders Business Units People, process, Technology and funding BIZBOK – Business Architecture Guild
  • 16. We cannot solve our problems with the same thinking we used when we created them
  • 17. 17 CAPABILITY MAPPING • How we used to do it : Process centric • How we should do it – Customer centric
  • 19. 19 Awareness Evaluate AccessUse Transition PERSONAS AND CUSTOMER JOURNEY MAPS Know your customers Map their ‘Wow’ Experience Identify business capabilities needed
  • 20. 20 PERSONA – KNOW YOUR CUSTOMER • Identify the customers • Map the customer profile: • Responsabilities • Needs • Digital habits • Painpoints
  • 21. 21 JOURNEY MAP FOR EACH PERSONA Business Capability Business Capability Business Capability Business Capability Business Capability Business Capability Business Capability Business Capability Business Capability Business Capability Business Capability Business Capability Business Capability Breaking point Critical Capabilities
  • 22. 22 MVP 1 MVP 2 MVP 3 MVP 4 MVP 5 DIGITAL PRODUCT CONCEPT • Identify dependencies between the business capabilities • Group these capabilities into Digital Products • Assign a business Product Owner to each Digital product :  Owns the features and lifecycle of the product Prioritize the features needed based on business need and highest value creation • Identify the Minimum Viable Product (MVP) Minimal features needed to be present in the product in order to deliver customer value
  • 23. 23 FROM BUSINESS NEEDS TO EXECUTION : AGILE 23 Customer Journey Map and Agile / DevOps Define the Wow Effect we are aiming for and the steps of the journey Iterate with Agile Sprints and reach MVP faster, while reacting to feedback and reacting to change consistently Enterprise Architecture Requirements
  • 24. 24 OUR NEXT MEETINGS • Planning: proposed date Feb 28th • Event: proposed date – APRIL 18 • We are looking for a SPEAKER