There are many activities and methods addressing business (project and strategic) planning and execution, however the planning cycle still remains flawed and sub-optimal.
-46% of business failures stem from misguided strategies
-More than half of all business projects are still failing
- One third of firms fail to achieve expected results from annual strategic plans
Leading organisations are getting in front of the planning cycle to positively influence project delivery and positive business outcomes with modern approaches geared to rapidly changing and complex environments.
Many disciplines purport to be the silver bullet to deal with these issues. The reality is that most businesses are just too chaotic to handle overly robust and formal techniques – but still want to ensure the right strategies and outcomes are achieved - and by design - not chance.History may look back at the evolving discipline of modern Business Architecture as one of the keys. For that to come true though, Business Architecture, as any methodology and framework, needs to be applied in a pragmatic and lean manner to be an effective tool for today's businesses.
This presentation, given by EA's Chief Architect, looks at Business Architecture and its journey – and necessity – to support a more agile approach to enterprise design.
- Business Analysis, Business Architecture and Business
- Design and where they intersect;
- What is the value of each?
- Where does the problem lie?
- What is currently working and what is failing;
- Where can we position the discipline to be the most effective in the organization, and have the greatest amount of impact on the strategic outcomes?
- What are the first steps to escalate the visibility and mandate of the discipline?
- What training is available and where does it get me?
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
Building a more cohesive organisation using business architectureCraig Martin
In shifting the focus away from enterprise architecture being seen purely as an IT discipline, organizations are beginning to formalise the development of business architecture practices and business architecture outcomes.
The OpenGroup has made the differentiation between business, IT and enterprise architects through their various working groups and certification tracks.
However, industry at present is grappling to try and understand where the discipline of business architecture resides in the business and what value it can provide separate of the traditional project based business analysis focus.
This presentation will take the audience through an overview of some of the critical questions being asked by business and how these are addressed through the discipline of business architecture.
Using both method as well as case study examples, I will show the audience an approach to building more cohesion across the business landscape using business architecture techniques and artefacts.
The presentation will focus on using business motivation models, strategic scenario planning and capability based planning techniques to provide input into the strategic planning process.
It will also highlight some of the outputs through examples from engagements.
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
On Wednesday 18th November 2015, Craig Martin presented a paper titled 'Looking for Disruptive Business Models in Higher Education' to the CAUDIT EA Symposium hosted at Monash University in Melbourne.
Craig discussed how to bring design thinking into enterprise architecture. The presentation covers the techniques of Business and Enterprise Design to develop innovative potential business models for Higher Education and various techniques to tap into the organisation, community and customers to build the Education businesses of the future.
For more information on Business Architecture and Design Thinking professional development, contact training@enterprisearchitects.com
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Craig Martin
This is a talk I gave to the IASA follow-the-sun community. It deals with the combination of the design thinking, architecture thinking and agile thinking disciplines into a combined discipline needed to create the a responsive organisation.
The need for Business design to underpin strategic and operational agility Craig Martin
Talk given at the business architecture Master Series in Sydney October 2019.
Agility is here to stay. But dig a little deeper and you will see that fundamental strategic, structural and cultural issues exist that often prevent success within large organizations. Some organizations have learnt the hard way when it comes to the missing pieces of the puzzle around organizational agility.
I was recently asked by a new-ways-of-working team to help them apply business design to create the target operating model needed to enable structural, operational and strategic agility. Is this the secret sauce that’s been missing in the agility conversations?
In this talk I’ll discuss the broader issues around agility when creating the adaptive and fast learning organization. And discuss the "secret sauce" that is missing when it comes to business heuristics and patterns.
I will also look at the areas where agility is succeeding and failing and discuss the need for multi-disciplinary architects that can help with the transition across strategic, business and delivery lenses.
PS - this is a presentation pack. I dont put everything I talk to into a slide. Some of these slides will therefore lack some context for you. Next time I'll record the talk and you can hopefully catch the story around the slides.
Looking for Disruptive Business Models in Higher EducationCraig Martin
How might we use the techniques of Business and Enterprise Design to develop innovative potential business models for Higher Education. What techniques can we use to tap into the organisation, community and customers to build the Education businesses of the future.
Re-Positioning the value of the architecture practiceCraig Martin
In an increasingly competitive landscape, organisations are becoming more aware how important it is to develop business services models that are aligned to customer values. Organisations that are not able to take a customer focused perspective are losing footing in the market as they attempt to understand what it means to architect for the customer.
Topics include:
- The Pressures caused by Disruption
- Performance and Expectation Gaps at the CxO level
- Improving Architecture Value
- Discipline Confusion
- Unifying the Enterprise
- Architecture Services Design
- Architecture Demand Analysis
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
Building a more cohesive organisation using business architectureCraig Martin
In shifting the focus away from enterprise architecture being seen purely as an IT discipline, organizations are beginning to formalise the development of business architecture practices and business architecture outcomes.
The OpenGroup has made the differentiation between business, IT and enterprise architects through their various working groups and certification tracks.
However, industry at present is grappling to try and understand where the discipline of business architecture resides in the business and what value it can provide separate of the traditional project based business analysis focus.
This presentation will take the audience through an overview of some of the critical questions being asked by business and how these are addressed through the discipline of business architecture.
Using both method as well as case study examples, I will show the audience an approach to building more cohesion across the business landscape using business architecture techniques and artefacts.
The presentation will focus on using business motivation models, strategic scenario planning and capability based planning techniques to provide input into the strategic planning process.
It will also highlight some of the outputs through examples from engagements.
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
On Wednesday 18th November 2015, Craig Martin presented a paper titled 'Looking for Disruptive Business Models in Higher Education' to the CAUDIT EA Symposium hosted at Monash University in Melbourne.
Craig discussed how to bring design thinking into enterprise architecture. The presentation covers the techniques of Business and Enterprise Design to develop innovative potential business models for Higher Education and various techniques to tap into the organisation, community and customers to build the Education businesses of the future.
For more information on Business Architecture and Design Thinking professional development, contact training@enterprisearchitects.com
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Craig Martin
This is a talk I gave to the IASA follow-the-sun community. It deals with the combination of the design thinking, architecture thinking and agile thinking disciplines into a combined discipline needed to create the a responsive organisation.
The need for Business design to underpin strategic and operational agility Craig Martin
Talk given at the business architecture Master Series in Sydney October 2019.
Agility is here to stay. But dig a little deeper and you will see that fundamental strategic, structural and cultural issues exist that often prevent success within large organizations. Some organizations have learnt the hard way when it comes to the missing pieces of the puzzle around organizational agility.
I was recently asked by a new-ways-of-working team to help them apply business design to create the target operating model needed to enable structural, operational and strategic agility. Is this the secret sauce that’s been missing in the agility conversations?
In this talk I’ll discuss the broader issues around agility when creating the adaptive and fast learning organization. And discuss the "secret sauce" that is missing when it comes to business heuristics and patterns.
I will also look at the areas where agility is succeeding and failing and discuss the need for multi-disciplinary architects that can help with the transition across strategic, business and delivery lenses.
PS - this is a presentation pack. I dont put everything I talk to into a slide. Some of these slides will therefore lack some context for you. Next time I'll record the talk and you can hopefully catch the story around the slides.
Looking for Disruptive Business Models in Higher EducationCraig Martin
How might we use the techniques of Business and Enterprise Design to develop innovative potential business models for Higher Education. What techniques can we use to tap into the organisation, community and customers to build the Education businesses of the future.
Re-Positioning the value of the architecture practiceCraig Martin
In an increasingly competitive landscape, organisations are becoming more aware how important it is to develop business services models that are aligned to customer values. Organisations that are not able to take a customer focused perspective are losing footing in the market as they attempt to understand what it means to architect for the customer.
Topics include:
- The Pressures caused by Disruption
- Performance and Expectation Gaps at the CxO level
- Improving Architecture Value
- Discipline Confusion
- Unifying the Enterprise
- Architecture Services Design
- Architecture Demand Analysis
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
There are a number of disciplines that provide “services” to an organisation. The challenge is that these disciplines are often overlapping, resulting in a loss of coherence amongst the actual disciplines and individuals that are meant to CREATE synergy and coherency.
How can we create synergy between design thinking, architecture thinking and agile thinking? Is there room for hybrid thinking?
There is also a lot of noise around tools and techniques within each of these disciplines. The challenge is how do they relate to one another? How can we build on these tools and techniques in a manner that not only extracts value from each but also facilitates a more coherent and higher value conversation with business.
In this whiteboard workshop aimed at Senior Business Analysis and Strategic Business Analysts, Craig will take attendees through a process of linking human centred design thinking, with strategic and business planning, business architecture and agile thinking.
Learning objectives:
Understand and be able to sell the value of the 4 disciplines
Understand how the 4 disciplines interact and when and where to use them
The 4 disciplines:
Design Thinking
Strategic Thinking
Business Architecture Thinking
Agile thinking
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
Architecture for the masses - An Open Group WebinarCraig Martin
An overview of the journey that Enterprise Architects has started in making the discipline of enterprise architecture available to a broader audience. The goal is to move it from the "black arts" space to be more accessible. This was done through the use of a MOOC.
The presentation discusses the education landscape and the business model disruption required. It then looks at where MOOCs fit into this disruption and introduces the EA MOOC journey.
Business Architecture is a multi dimensional discipline primarily focused on organizational structure and performance in terms of business strategy, business functions, capabilities, roles and their relationships. Implementing and executing Business Strategy goals is among Business Architecture’s focus areas.
This presentation and discussion will focus on Strategic planning relationship with Business Architecture. Employing Business Architecture techniques, Corporate Planners can translate business strategy goals into actions, identify critical areas of enterprise change and transformation while identifying and mitigating related risks.
Bridging business analysis and business architecture - The Open Group webinarCraig Martin
To design business models of the future requires a comprehensive set of skills. The skills are diverse in nature and range from the typical business analysis delivery focused requirements management tools and techniques to the more business architect MBA style and business model innovation techniques.
But how can we leverage the two skillsets to create more cohesion in the industry?
Where is the overlap and is there a career path between the two?
What about the frameworks that support these two disciplines?
This presentation will deal with:
Shifts occurring in the market;
Where the business architect and the business analyst provide value individually;
Where the business architecture and the business analyst provide value together;
How are the disciplines merging; and what the future could look like.
Driving your BA Career: From Business Analyst to Business ArchitectCraig Martin
In this presentation I look at the career path of a Business Analyst and how they can make the transition to a Business Architect. The primary subject areas discussed are:
-The goal of a good business model is to create coherence
-The Business Analyst and Business Architecture vocations
-What are the dominant skills across the mandate
-Strategies for moving up the curve to open the opportunities
-Enhance your Business Analysis role with Business Architecture thinking and tools
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
Effective Strategy Execution with Capability-Based Planning, Enterprise Arch...Iver Band
The difficulty of strategy execution should not be underestimated
Capability-based planning helps make strategy concrete
Enterprise architecture closes the remainder of this gap, and ensures alignment and coherence
Enterprise portfolio management allows managing large enterprise landscapes based on business value
ArchiMate models tie it all together, providing a clear line of sight from strategy definition to realization
Powerful tool support makes this a strong combination!
Using Business Architecture to enable customer experience and digital strategyCraig Martin
Digital disruption is shifting business model design from a focus on product profitability to a stronger focus on customer experience and lifetime value.
The presentation looks at environmental pressures caused by digital disruption and identifies how to use business architecture and business design to address these changes.
It covers business architecture for digital strategy, customer-driven value chains, re-writing of the 4Ps of the marketing mix, and the nine laws of disruption and how they affect business model design.Craig also investigates the changes afoot with strategic business planning and Enterprise Architecture, which are experiencing their own form of disruption. Will Enterprise Architecture as we know it become a commodity too?
This presentation was delivered as an OpenGroup webinar and is available for viewing from the www.enterprisearchitects.com web site.
In April 2016, one of EA Learning’s experienced Business Architecture instructors, Judith Oja-Gillam, delivered a webinar to a community of Architects and IT professionals within the IASA network. Judith discussed the discipline of business architecture, its potential value to the business and some of the challenges it looks to address. The approaches discussed are linked closely to the content delivered in EA Learning’s Applied Business Architecture.
In this presentation Michael Payne debates the merits of placing Business Architecture within an organisation’s Business, IT or Enterprise Architecture departments. He examines some of the options available to organisations starting out with Business Architecture, and touches on Business Architecture engagement models. In addition, Michael provides a sneak peak into the new developments in the Open-BA Framework.
A Business Interoperability Framework for Government by Christine StephensonCraig Martin
Despite the focus on eGovernment and the delivery of seamless services to citizens, Government continues to be challenged to deliver business interoperability goals. Interviews with Government Enterprise Architecture stakeholder and a search of the literature suggests why government has failed to achieve seamless service delivery. It appears that interoperability in government is largely a combination of bottom-up, standards or application design based approaches. These result in Information Systems solutions that achieve interoperability within the application and technology domains, but not the business domain. Consequently, the public sector operates as a fractured collection of departments, with much complexity and bureaucracy reducing the effectiveness and efficiency of service delivery. The Business Interoperability Framework (BIF) draws from three disciplines of management practice and applies industry standards. These practice areas are; Enterprise Architecture; Service Oriented Architecture; and Business Process Management. The frameworks, standards/specifications that will be referenced are ISO/IEC 10746 (RM-ODP), TOGAF®, OASIS, UMM, BMM, BPMN and ISO 15000.
Key takeaways:
-- How to achieve top-down business interoperability outcomes
-- An architected framework for business success
-- Methods and tools that can be used to deliver business/IT alignment
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
Introduction to Enterprise Architecture Leo Shuster
If you ever wanted to find out what Enterprise Architecture was, this is the presentation for you. It gives you a basic understanding of Enterprise Architecture, its goals, objectives, and benefits.
Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
What do we do when we’re doing enterprise architecture? What issues do we tackle, in what sequence, for what business reasons, for what business value? And how do we get results fast? This presentation describes how to adapt the Architectural Development Method (ADM) from The Open Group Architecture Framework (TOGAF) for use in all types of enterprise architecture - for IT and beyond - and at all architecture maturity-levels.
[Presentation at TOGAF Conference, London, April 2009. Applies to TOGAF versions 8.1 and 9. Copyright (c) Tetradian Consulting 2009]
Business architecture is a business driven disciplined process that decomposes the enterprise business goals and strategies, the assets and processes required to execute them as well as identify their impact on business goals. Business architecture provides a blueprint of the enterprise that provides a common understanding of the organisation and is used to align strategic objectives and tactical demands.
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
There are a number of disciplines that provide “services” to an organisation. The challenge is that these disciplines are often overlapping, resulting in a loss of coherence amongst the actual disciplines and individuals that are meant to CREATE synergy and coherency.
How can we create synergy between design thinking, architecture thinking and agile thinking? Is there room for hybrid thinking?
There is also a lot of noise around tools and techniques within each of these disciplines. The challenge is how do they relate to one another? How can we build on these tools and techniques in a manner that not only extracts value from each but also facilitates a more coherent and higher value conversation with business.
In this whiteboard workshop aimed at Senior Business Analysis and Strategic Business Analysts, Craig will take attendees through a process of linking human centred design thinking, with strategic and business planning, business architecture and agile thinking.
Learning objectives:
Understand and be able to sell the value of the 4 disciplines
Understand how the 4 disciplines interact and when and where to use them
The 4 disciplines:
Design Thinking
Strategic Thinking
Business Architecture Thinking
Agile thinking
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
Architecture for the masses - An Open Group WebinarCraig Martin
An overview of the journey that Enterprise Architects has started in making the discipline of enterprise architecture available to a broader audience. The goal is to move it from the "black arts" space to be more accessible. This was done through the use of a MOOC.
The presentation discusses the education landscape and the business model disruption required. It then looks at where MOOCs fit into this disruption and introduces the EA MOOC journey.
Business Architecture is a multi dimensional discipline primarily focused on organizational structure and performance in terms of business strategy, business functions, capabilities, roles and their relationships. Implementing and executing Business Strategy goals is among Business Architecture’s focus areas.
This presentation and discussion will focus on Strategic planning relationship with Business Architecture. Employing Business Architecture techniques, Corporate Planners can translate business strategy goals into actions, identify critical areas of enterprise change and transformation while identifying and mitigating related risks.
Bridging business analysis and business architecture - The Open Group webinarCraig Martin
To design business models of the future requires a comprehensive set of skills. The skills are diverse in nature and range from the typical business analysis delivery focused requirements management tools and techniques to the more business architect MBA style and business model innovation techniques.
But how can we leverage the two skillsets to create more cohesion in the industry?
Where is the overlap and is there a career path between the two?
What about the frameworks that support these two disciplines?
This presentation will deal with:
Shifts occurring in the market;
Where the business architect and the business analyst provide value individually;
Where the business architecture and the business analyst provide value together;
How are the disciplines merging; and what the future could look like.
Driving your BA Career: From Business Analyst to Business ArchitectCraig Martin
In this presentation I look at the career path of a Business Analyst and how they can make the transition to a Business Architect. The primary subject areas discussed are:
-The goal of a good business model is to create coherence
-The Business Analyst and Business Architecture vocations
-What are the dominant skills across the mandate
-Strategies for moving up the curve to open the opportunities
-Enhance your Business Analysis role with Business Architecture thinking and tools
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
Effective Strategy Execution with Capability-Based Planning, Enterprise Arch...Iver Band
The difficulty of strategy execution should not be underestimated
Capability-based planning helps make strategy concrete
Enterprise architecture closes the remainder of this gap, and ensures alignment and coherence
Enterprise portfolio management allows managing large enterprise landscapes based on business value
ArchiMate models tie it all together, providing a clear line of sight from strategy definition to realization
Powerful tool support makes this a strong combination!
Using Business Architecture to enable customer experience and digital strategyCraig Martin
Digital disruption is shifting business model design from a focus on product profitability to a stronger focus on customer experience and lifetime value.
The presentation looks at environmental pressures caused by digital disruption and identifies how to use business architecture and business design to address these changes.
It covers business architecture for digital strategy, customer-driven value chains, re-writing of the 4Ps of the marketing mix, and the nine laws of disruption and how they affect business model design.Craig also investigates the changes afoot with strategic business planning and Enterprise Architecture, which are experiencing their own form of disruption. Will Enterprise Architecture as we know it become a commodity too?
This presentation was delivered as an OpenGroup webinar and is available for viewing from the www.enterprisearchitects.com web site.
In April 2016, one of EA Learning’s experienced Business Architecture instructors, Judith Oja-Gillam, delivered a webinar to a community of Architects and IT professionals within the IASA network. Judith discussed the discipline of business architecture, its potential value to the business and some of the challenges it looks to address. The approaches discussed are linked closely to the content delivered in EA Learning’s Applied Business Architecture.
In this presentation Michael Payne debates the merits of placing Business Architecture within an organisation’s Business, IT or Enterprise Architecture departments. He examines some of the options available to organisations starting out with Business Architecture, and touches on Business Architecture engagement models. In addition, Michael provides a sneak peak into the new developments in the Open-BA Framework.
A Business Interoperability Framework for Government by Christine StephensonCraig Martin
Despite the focus on eGovernment and the delivery of seamless services to citizens, Government continues to be challenged to deliver business interoperability goals. Interviews with Government Enterprise Architecture stakeholder and a search of the literature suggests why government has failed to achieve seamless service delivery. It appears that interoperability in government is largely a combination of bottom-up, standards or application design based approaches. These result in Information Systems solutions that achieve interoperability within the application and technology domains, but not the business domain. Consequently, the public sector operates as a fractured collection of departments, with much complexity and bureaucracy reducing the effectiveness and efficiency of service delivery. The Business Interoperability Framework (BIF) draws from three disciplines of management practice and applies industry standards. These practice areas are; Enterprise Architecture; Service Oriented Architecture; and Business Process Management. The frameworks, standards/specifications that will be referenced are ISO/IEC 10746 (RM-ODP), TOGAF®, OASIS, UMM, BMM, BPMN and ISO 15000.
Key takeaways:
-- How to achieve top-down business interoperability outcomes
-- An architected framework for business success
-- Methods and tools that can be used to deliver business/IT alignment
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
Introduction to Enterprise Architecture Leo Shuster
If you ever wanted to find out what Enterprise Architecture was, this is the presentation for you. It gives you a basic understanding of Enterprise Architecture, its goals, objectives, and benefits.
Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
What do we do when we’re doing enterprise architecture? What issues do we tackle, in what sequence, for what business reasons, for what business value? And how do we get results fast? This presentation describes how to adapt the Architectural Development Method (ADM) from The Open Group Architecture Framework (TOGAF) for use in all types of enterprise architecture - for IT and beyond - and at all architecture maturity-levels.
[Presentation at TOGAF Conference, London, April 2009. Applies to TOGAF versions 8.1 and 9. Copyright (c) Tetradian Consulting 2009]
Business architecture is a business driven disciplined process that decomposes the enterprise business goals and strategies, the assets and processes required to execute them as well as identify their impact on business goals. Business architecture provides a blueprint of the enterprise that provides a common understanding of the organisation and is used to align strategic objectives and tactical demands.
Skype has made impressive improvements in it's features and performance. It might be time to dust off your Skype account and give it a fresh test run. Strong video performance, recording capabilities and the ability to integrate with Facebook and mobile devices are all big improvements. Link to a free "Skype Jump-Start Guide for Business and a tutorial video are available at the end of the slide deck
Hedge Fund is a direct private capital provider for commercial real estate assets. We fund debt and/or equity structured transactions for unique or difficult situations. We have the ability to directly fund transactions, or based upon the nature of the project, utilize one of our partner hedge
funds or capital providers. This provides flexibility for you, and allows us to always evaluate each deal individually and provide the best rate/terms available.
Justin Lurie, Gottesman Company, Mergers & Acquisition (M&A) Webinar for Unit...Justin L. Lurie
Overview of Mergers & Acquisitions (M&A) in the US. Who are the players, what and how does the process unfold.
Top Five factors to consider before Purchasing a company
Top Five factors to consider before Selling a company
Enterprise Data Science at Scale Meetup - IBM and Hortonworks - Oct 2017 Hortonworks
View the recording of the meet up, including the live demos, here: https://www.youtube.com/watch?v=uaJWB3K8lkg
Data science holds tremendous potential for organizations to uncover new insights and drivers of revenue and profitability. Big Data has brought the promise of doing data science at scale to enterprises, however this promise also comes with challenges for data scientists to continuously learn and collaborate. Data Scientists have many tools at their disposal such as notebooks like Juypter and Apache Zeppelin & IDEs such as RStudio with languages like R, Python, Scala and frameworks like Apache Spark. Given all the choices how do you best collaborate to build your model and then work through the development lifecycle to deploy it from test into production?
Why Data Science on Big Data?
In this meetup you will cover the attributes of a modern data science platform that empowers data scientists to build models using all the data in their data lake and foster continuous learning and collaboration. We will show a demo of Apache Zeppelin, Apache Spark, Apache Livy and Apache Hadoop with the focus on integration, security and model deployment and management.
Data Science at Scale DEMO
The demo will cover the Data Science life cycle: develop model in team environment, train the model with all the data on a Hadoop cluster, deploy model into production. The model will be a Spark ML model
Practical ML with Apache Spark
To deliver machine learning solutions data scientists not only need to fit models but also do familiar tasks data collection & wrangling, labelling, feature extraction and transformation, model tuning and evaluation, etc. Apache Spark provide provides a unified solution for all this under the same framework.
For example, one can use Spark SQL to generate training data from different sources and then pass it directly to MLlib for feature engineering and model tuning, instead of using Hive/Pig for the first half and then downloading the data to a single machine to train models in R. The latter is actually very common in practice but painful to maintain. Spark MLlib makes life easier for data scientists and machine learning engineers so that they can focus on building better ML models and applications.
We will discuss the underlying principles required to develop practical machine learning and data science pipelines and show some hands-on experience using Apache Spark to solve typical machine learning and data science problem. We will also have a short discussion about how Spark MLlib faces challenges from other machine learning libraries such as TensorFlow and XGBoost.
This powerpoint was the basis for presentations about utilizing social media within a franchise environment as presented at West Coast Franchise Expo and Franchise Expo South.
50 Color Palettes for Your Landscaping Company Logo: Inspiration from 50 Stat...Logo Design Guru
Are you a landscaping company in America, or a graphic designer creating a logo for such a company? Here are *50* color palettes for your landscaping company logo from 50 states of America.
Each state has its own characteristics, and these can inspire us to create amazing and unique designs. By using colors of American states, you can genuinely say that you are a "local" company!
In this slide deck, you will find nicknames and motto of each state of America. You can symbolize them in your logo design using icons and shapes.
Whether you are designing or redesigning your corporate logo, this color guide will be useful. Check it out.
Which color palette do you like? Tell us in the comments below. Cheers!
Sales is being radically redefined like never before. With buyers now in possession of unlimited information, online content is quickly becoming the dominant driver for commerce. Today anyone working in sales - and that includes entrepreneurs, business owners, doctors, and many others - needs to possess entirely new skills. Unfortunately most organizations are still using traditional selling models developed for a different time.
The News of Selling, based on the ideas in David Meerman Scott’s book “The New Rules of Sales and Service: How to Use Agile Selling, Real-Time Customer Engagement, Big Data, Content, and Storytelling to Grow Your Business” shows how smart businesses large and small are discovering new opportunities, strengthening customer loyalty, and mastering real-time selling strategies.
Scott, author of the #1 bestseller “The New Rules of Marketing & PR” (published in 26 languages from Arabic to Vietnamese), demystifies the new digital commercial landscape and offers inspiring and valuable guidance for anyone not wanting to be left behind.
These slides were presented as a 1 hour global webcast in partnership with The Open Group.
Summary: In an increasingly competitive landscape, organisations are becoming more aware how important it is to develop business services models that are aligned to customer values. Organisations that are not able to take a customer focused perspective are losing footing in the market as they attempt to understand what it means to architect for the customer.
Topics include:
- The Pressures caused by Disruption
- Performance and Expectation Gaps at the CxO level
- Improving Architecture Value
- Discipline Confusion
- Unifying the Enterprise
- Architecture Services Design
- Architecture Demand Analysis
What does “Business Architecture” mean? How do we create a Business Architecture? And critically how do we practically apply it to help inform strategic decisions and investments?
This talk will demonstrate the key points in creating a Business Architecture, the major artefacts and how to apply them.
Introduction : What is a Business architecture & why do we need one?
The Strategic Context: capturing and articulating business motivation
The value system and the business value chain
The Business Capability view
What is a Business Capability?: How do we describe a Capability?
Identifying strategically important Capabilities
Measuring Capability maturity and gaps
Views and viewpoints:
Business & Technology Pain points
Programme overlay: Are we investing in the right capabilities & applications to address them?
Architecture interconnects: Business Architecture, Enterprise Architecture and the Strategic Roadmap
Creating traceability from IT decisions to business goals
Throughout a Case Study from Financial Services will be used to illustrate the approach
Driving your BA Career - From Business Analyst to Business ArchitectEnterprise Architects
IIBA endorsed Webinar presented by Craig Martin, Chief Architect at Enterprise Architects. Participants of this Webinar are eligible for 1 Continuing Development Unit (CDU) to go towards re-certification.
These slides will touch on areas such as; shifts occurring in the market, where the Business Architect and the Business Analyst provide value, how are the disciplines are merging and what the future could look like.
In this presentation from Vision Solution Day Milan, you'll find data protection insights from Veritas leaders Jean-Pierre Boushira and Jyothi Swaroop.
TriFinance MI&S Record To Report Seminar: From Data to Management ReportingTriFinance
These are the slides of the keynote as presented during the 2015 Record To Report Seminar (R2R): from data to Management Reporting.
Topics handled are R2R & the do's and don'ts of the R2R process, with a generic framework on how to realize your strategic R2R goals. For more information, see detailed description below
FirstlyThe keynote addresses the R2R process as a whole. What is understood and what are the challenges withing this process?
Secondly, a clear view is given to the importance of the coherence throughout the different Layers of the Information Pyramid (Master Data, Transactional Systems, Analytics and Corporate Performance Management).
Thirdly a general framework is given on how to cope with these challenges. How to effectively realize your company R2R goals. Throughout the presentation the practical Do's and Don'ts can serve as a tips & tricks guide for any company.
If interested in more detailed information on this or other topics, please don't hesitate to contact kris.dhulst@trifinance.be
2014.01.30 Innovation overview by Glenn WintrichNUI Galway
Glenn Wintrich, Innovation Leader at Dell, presented this seminar entitled Innovation Overview on 30th January 2014 at the Whitaker Institute, NUI Galway.
Unlocking Patterns of EA Program Failure: Lessons learned about the barriers ...Basuki Rahmad
Barriers are core components of a problem that, if altered, could allow for true organization change using EA. Barriers are not underlying causes that merely describe a situation. Instead, they are actionable, and specific to the problem.
Based on our observation, the barriers can be found at the phase of EA planning or execution.
A white paper describing Agile IT Strategy. Digitalization is increasing in size and speed changing business in a fundamental way - and especially business predictability. Here is a proven method to optimize value creation of IT in an unpredictable business environment. Please contact The Goodwind Company for more information and demo. Email: hans@thegoodwindcompany.se
June 2018 Webinar: Connecting your Business and IT TransformationStephanie Piche
AgiLeanIT Invite You & Your Colleagues to Watch our Webinar Replay On-Demand
For effective and successful Lean and Agile IT and Application Development Transformation, it needs to be fully grounded in and driven by the business and digital transformation strategies.
In this webinar you will:
-- Learn how to develop and internally communicate your business and competitive strategy using Business Model and Process Visualization Tools and techniques
-- Understand how to best use Lean Value Stream Mapping (VSM) and Value Chain Analysis to identify key transformation initiatives and target speed and quality metrics to show the direct impact on value delivered to key customers and stakeholders
-- Be able to link your Scaled Agile SAFe® and Lean Transformation initiative and the Agile Trains and Scrum teams’ backlogs to the most valuable and lowest risk, prioritized opportunities that can directly impact value delivered to customers
Panel of Experts
Hamid Nouri – Mr. Nouri is a senior Lean and Agile Transformation Coach and Scaled Agile SPC (SAFe® Program Consultant), an ITIL/ITSM Master, ISO 20,000 Consultant, CISSP, and a highly accomplished Enterprise, Business, and Technical Architect.
Dan Madison – He is the author of highly successful and frequently cited book “Process Mapping, Process Improvement and Process Management”, one of the highest ranked books on Amazon on the topic.
Prakash Bettadapur – Mr. Bettadapur is a Certified SPC (SAFe® Program Consultant) and Enterprise Agile Coach, Certified Scrum Master (CSM), Certified Product Owner (CSPO) and Certified Scrum Professional (CSP).
Watch the webinar and find out more about AgiLeanIT's service offerings here: http://agileanit.com/webinar-connecting-your-business-and-it-transformation/
Send us an email at info@agileanit.com for any questions you may have.
Thanks for taking time to review our webinar and watch for more coming in the future.
Subcontract or Keep in-house: the 5 steps to help you decide (business case i...Cedric Brusselmans
CTOs, CIOs, R&D and Engineering professionals alike often struggle with the methodology to adopt when deciding which processes to keep in-house vs. what could (or should) be subcontracted.
This short presentation will give you some guidance on the steps to take as well as a real example we have had between a French client and one of our engineering teams in Vietnam.
As usual in those Eurosia Insights, we do not pretend answering it all (the presentations are meant to be walked through in less than 30 secs ;)) but give a snapshot and some food for thoughts.
For more or if you want to exchange on the topic, feel free to comment below or drop me a line: cedric.brusselmans@eurosia.eu
Enjoy the reading!
Cedric
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Search Disrupted Google’s Leaked Documents Rock the SEO World.pdf
Business by Design
1. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 1
BUSINESS BY DESIGN
DRAFT – V0.1.0 – NOVEMBER 2014 – FOR PUBLIC
Craig Martin
Chief Architect, Enterprise Architects
2. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 2
ABOUT
zero HOURS A DAY
BACK OFFICE
VENDOR ALIGNMENT
MORE THAN 1600 PEOPLE
TRAINED IN ARCHITECTURE
PRACTICES (AND RISING)
12YEARS IN BUSINESS
8GLOBAL OFFICES
1600
MORE THAN 10,000 DAYS OF
ARCHITECTURE SERVICES
DELIVERED LAST YEAR
10,000
oneCOMMON METHOD
20
four
sixOPERATING IN
6 CONTINENTS
3. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 3
OUR SERVICES
Servicing the Strategy
and Architecture needs
of Global Organisations
STRATEGY CONSULTING
› Business Architecture
› Strategic Services & Operating Model
Design:
» Business Services & Capabilities
» IT Services & Capabilities
› Segment Strategies and Roadmaps:
» Customer Experience & Digital
» Enterprise Information Management
» Big Data Analytics
» Applications
» Cloud & Infrastructure
» Security, Risk & Resilience
» Innovation Management
PRACTICE DEVELOPMENT
› Architecture Service Model Design
› Architecture Operating Model Design
› Service and Capability Readiness
Assessment
› Professional Training and Certification
(Business Architecture, Information
Management, TOGAF®, CDMP®,
ArchiMate® and Design Thinking)
› Project Architecture Resources
› Architecture Talent Strategy and
Professional Development
› Architecture Back Office Services
4. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 4
AN IMPERFECT
PLANNING
MOVEMENT
THROUGH THE
KNOWLEDGE FUNNEL
There are still a number
of failures across the
vision realisation space
Strong disciplines are
required to address
some of these failures
One-third of firms
fail to achieve
expected results
from annual
strategic plans.
More than half of
all business projects
fail.
Forty-six percent of
business failures stem
from misguided
strategies.
*Corporate Executive Board
5. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 5
THE VALUE / MANDATE CONUNDRUM
*Infotech executive research
Catch 22:
The CEO is looking for more value, but the CIO has a
mandate of diminishing value that’s often focussed on
keeping the lights on
6. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 6
THIS
ACCELERATIO
N IS PUTTING
PRESSURE ON
CURRENT
BUSINESS
MODELS
Technology
commoditising
from below
Business roles taking on
more architecture
accountabilities
7. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 7
Utility
(Foundation)
Innovate
Build
Advantages
Assemble
Prolong
Advantages
Mix
Reduce
Disadvantages
WHAT'S BUSINESS ABOUT?
T H E B U I L D I N G B L O C K A N A L O G Y
DIFFERENTIATION
8. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 8
COHERENCY REQUIRES A BALANCE OF
GOALS AND THINKING TYPES
The challenge is identifying the right skills in the organisation that
are able to traverse the domains of innovative intuitive thinking,
and reliable analytical thinking.
Unresolved
Business
Challenges
Robust, Repeatable
And Replicable
Processes
NPV
EVA
Operation
Management
Quality
Management
Corporate
Governance
Enterprise
Patterns
Portfolio
Analysis
IT Governance
Value
Engineering
PRINCE2
Six Sigma
& Loan
Business
Intelligence
Strategic
Traceability
Financial
Modelling
Innovation
Management
Business
Analysis
Data
visualisation
Talent
Management
System
Thinking
Mission
Business Model
Design
Stakeholder
Value
TOGAF
Cost
Engineering
Solution
Architecture
Knowledge
Ecosystem
Six Thinking
Hats
Collective
Intelligence
Gamification
Crowdsourcing
Change
Management
Perception
Management
Wicked
Problems
Environmental
Scanning
Brand
Management
Integrative
ThinkingGoals
Capability
Five Forces
Root Cause
Analysis
Product
Management
HEURISTICS
RULES OF
THUMB
ANALYTICAL
THINKING
INTUITIVE
THINKING
* From Roger Martin (2009) The Design of Business
GOAL: Exploitation;
Reliability
Produce consistent,
predictable outcomes
GOAL:
Exploration; Validity
Produce outcomes that meet
an objective
A reliable system will
produce the same test
results every time
W H O I S B E S T Q U A L I F I E D T O
O P E R A T E H E R E ?
A valid system will produce a
result that is shown, through
the passage of time, to be
correct
9. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 9
FINDING THE RIGHT BUSINESS MIXES
The Challenge is reducing the time it takes to
move from the unresolved business
challenges space to the repeatable formulas
space.
Unresolved Business
Challenges
Rules of thumb
Robust, repeatable
and replicable
formulas &
processesUltimately all innovative
algorithms will become utility.
* From Roger Martin (2009) The Design of Business
MYSTERY
HEURISTIC
ALGORITHM
T h e K n o w l e d g e F u n n e l
This is the lean startup space
This is the exploitation and
industrialization space
10. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 10
THE KNOWLEDGE
FUNNEL
Non-core but complex
- Outsource
Innovation, chaos &
unresolved mysteries
HIGH
HIGH
LOW
LOW
Must be done but adds little value
to product or services
Very important to success, high value
added to products and services
STRATEGIC IMPORTANCE & VALUE
COMPLEXITYANDDYNAMICS
Complex
negotiation, design,
or decision process
Many business rules;
expertise involved
Some business
rules
Procedure or
simple algorithm
Non -Core
Competencies
Core Differentiating
Competencies
Everyday, highly
repeatable and
automated
Make repeatable and
reliable to gain
efficiency
Core Competitive
Competencies
CERTAIN BUSINESS DISCIPLINES ARE REQUIRED
TO REDUCE THE TIME TO CODIFY
Key disciplines are
required to reduce the
time taken to move
unresolved business
challenges into reliable
and repeatable processes.
Source: Adapted from “Business Process
Change” by Paul Harmon
GOAL: Reliably
produce consistent,
predictable outcomes
GOAL: Validity-
Produce outcomes
that meet desired
objectives
11. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 11
THE RESULTS OF DISRUPTION
T H E C O M M O D I T Y S PA C E I S G R O W I N G , M A K I N G T H E D I F F E R E N T I AT I O N
S PA C E M O R E C O M P E T I T I V E
Non-core but complex
- Outsource
Innovation, chaos &
unresolved mysteries
HIGH
HIGH
LOW
LOW
Must be done but adds little
value to product or services
Very important to success, high value
added to products and services
STRATEGIC IMPORTANCE & VALUE
COMPLEXITYANDDYNAMICS
Complex negotiation,
design, or decision
process
Many business rules;
expertise involved
Some business rules
Procedure or simple
algorithm
Non -Core
Competencies
Core Differentiating
Competencies
Everyday, highly
repeatable and
automated
Make repeatable and
reliable to gain
efficiency
Core Competitive
Competencies
Non-core but complex -
Outsource
Innovation, chaos
& unresolved
mysteries
HIGH
HIGH
LOW
LOW
Must be done but adds little
value to product or services
Very important to success, high value
added to products and services
STRATEGIC IMPORTANCE & VALUE
COMPLEXITYANDDYNAMICS
Complex negotiation,
design, or decision
process
Many business rules;
expertise involved
Some business rules
Procedure or simple
algorithm
Non -Core Competencies
Core Differentiating
Competencies
Everyday, highly repeatable and
automated
Make repeatable
and reliable to
gain efficiency
Core Competitive
Competencies
OPPORTUNITY
OR THREAT?
12. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 12
K
WHO?
13. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 13
DISCIPLINE CONFUSION
C O N F U S I O N R E I G N S A R O U N D W H I C H D I S C I P L I N E S A R E U S E D
F O R W H AT S I T U AT I O N S
STRATEGIC
PLAN
MARKETING
PLAN
OPERATIONAL
PLAN
DELIVERY &
EXECUTION
OPERATIONS
Planning Delivering Operating
PORTFOLIO, PROGRAM AND PROJECT
MANAGEMENT
BUSINESS ARCHITECTURE
ENTERPRISE ARCHITECTUREPRODUCT & SERVICE DESIGN
BUSINESS PLANNING SOLUTIONS ARCHITECTURE
SOLUTIONS DEVELOPMENT
ENTERPRISE DESIGN
BUSINESS ANALYSIS
Environment analysis / SWOT,
competitor / Business motivation /
Product and portfolio analysis /
Strategic Options
Market analysis and forecasting Model the business / Evaluate and
select strategy / Risk and funding
analysis
Project, portfolio and program
management, solutions delivery
Daily operations, run the business
14. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 14
15. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 15
WHAT WE HAVE FOUND IN LARGE ACCOUNTS
An ownership gap for business architecture
exists - Lines of responsibility around coherency
and business architecture, are often unclear
Cohesion Mandate
Undefined - Enterprise Planning Ownership
EnterprisePerformance
Capabilities
X-FunctionalCapabilities
FunctionalCapabilities
CONTEXT
Markets
Industries
Customers
Market Segment
Channels
Customer Relationships
Value Proposition
Offering:
Services/Products
Processes/ Value Chains
Capabilities
Business Service
Functions
Data
Applications
Technology
MARKET
MODEL
OPERATING
MODEL
SERVICE
MODEL
Strategic
Architecture
Mandate –
Business
Ownership
IT Architecture
Mandate –
IT Ownership
Business
Architecture
Mandate
Undefined
16. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 16
K
WHAT
17. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 17
Improve project
performance
Improve enterprise wide
investment performance
Improve Business Performance
Improve Market Performance
A
B
VALUE
MANDATE
C
E
Improve Product and & Service
Performance
D
IMPROVING ARCHITECTURE VALUE
By EA is often stuck with an old mandate with diminishing utility value
*Adapted from Ruth Malan, Dana Bredemeyer
EA = IT Architecture
EA = Enterprise-Wide
IT Architecture (EWITA)
Improve IT performance
EA = Business Architecture
(BA) + EWITA
Improve Business Performance
EA = Strategic Enabler
+ BA + EWITA
(Shareholder Value)
EA = Product Architecture
+ BA + EWITA
Improve Product/Service
Performance
Reduce
Operating Costs
Positioned For
Growth & Change
Focus on Strategic
Imperatives
Enhanced
Adaptable
Frontier
Influential
Utility
Predictable
18. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 18
STRATEGIES FOR MOVING UP THE CURVE TO
OPEN THE OPPORTUNITIES
Mandate: Improve
enterprise wide program
and portfolio performance
STRATEGIC THEMES
Initiative 5
Initiative 6
STRATEGIC THEMES
Initiative 1
Initiative 2
STRATEGIC THEMES
Initiative 3
Initiative 4
Business Unit 1
Program 1
Program 2
Business Unit 1
Program 1
Program 2
Business Unit 1
Program 1
Program 2
Initiatives straight from strategy often
results in loss of cohesion.
SCENARIO 1: BUSINESS IMPROVEMENT - SPAWNING INITIATIVES FROM THE STRATEGY MAP.
19. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 19
STRATEGIES FOR MOVING UP THE CURVE TO
OPEN THE OPPORTUNITIES
PMO drives the
architecture efforts
S T R AT E G I C
P L A N N I N G
B U S I N E S S
P L A N N I N G
P O R T F O L I O A N D
P R O J E C T
M A N A G E M E N T
B U S I N E S S
A R C H I T E C T U R E
S O L U T I O N
A R C H I T E C T U R E
S O L U T I O N
D E V E L O P M E N T
B U S I N E S S A N A LY S I S
SCENARIO 1: BUSINESS IMPROVEMENT - SPAWNING INITIATIVES FROM THE STRATEGY MAP.
20. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 20
STRATEGIES FOR MOVING UP THE CURVE TO
OPEN THE OPPORTUNITIES
Creating a single unified business
model helps build cohesion
across the enterprise.
Mandate: Improve
Business Performance
SCENARIO 2: BUSINESS TRANSITION - DEVELOPING THE UNIFIED BUSINESS MODEL
STRATEGIC THEMES
Initiative 5
Initiative 6
STRATEGIC THEMES
Initiative 1
Initiative 2
STRATEGIC THEMES
Initiative 3
Initiative 4
Business Unit 1
Program 1
Program 2
Business Unit 1
Program 1
Program 2
Business Unit 1
Program 1
Program 2
21. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 21
STRATEGIES FOR MOVING UP THE CURVE TO
OPEN THE OPPORTUNITIES
As business architecture provides more
value, its is being positioned above the
delivery and execution space.
B U S I N E S S
A R C H I T E C T U R E
S T R AT E G I C
P L A N N I N G
B U S I N E S S
P L A N N I N G
P O R T F O L I O A N D
P R O J E C T
M A N A G E M E N T
S O L U T I O N
A R C H I T E C T U R E
S O L U T I O N
D E V E L O P M E N T
B U S I N E S S A N A LY S I S
22. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 22
STRATEGIES FOR MOVING UP THE CURVE TO
OPEN THE OPPORTUNITIES
Injecting Business Architecture into the strategic
scenarios will Improve the Strategic Decisions as
well as the execution of that strategy.
Mandate: Improve
market performance
Mission Vision VISIONARY
StrategiesGoalsSTRATEGIC
Tactics Objectives TACTICAL
Semi
Integrated
Universal
Bank
Product
Specialist
Customer
Owner
Infrastructur
e Provider
SCENARIO 3: PLANNING AND PERFORMANCE - DEFINING THE BUSINESS MODEL FOR CANDIDATE STRATEGIC SCENARIOS
.
23. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 23
STRATEGIES FOR MOVING UP THE CURVE TO
OPEN THE OPPORTUNITIES
Facilitating Business Architecture as a
strategic tool in the planning process is
where the greatest value lies.
B U S I N E S S
A R C H I T E C T U R E
S T R AT E G I C
P L A N N I N G
B U S I N E S S
P L A N N I N G
P O R T F O L I O A N D
P R O J E C T
M A N A G E M E N T
S O L U T I O N
A R C H I T E C T U R E
S O L U T I O N
D E V E L O P M E N T
B U S I N E S S A N A LY S I S
24. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 24
E N T E R P R I S E D E S I G N
STRATEGIES FOR MOVING UP THE CURVE TO
OPEN THE OPPORTUNITIES
Combining business architecture with design thinking
provides a much broader value proposition where
customer experience and value is linked directly to the
architected components of the business.
In other words; the entire enterprise is architected to
improve the experience the end customer has with the
organization.
Outside in, as opposed to inside out.
B U S I N E S S
A R C H I T E C T U R E
S E R V I C E
D E S I G N
B U S I N E S S
P L A N N I N G
P O R T F O L I O
A N D P R O J E C T
M A N A G E M E N T
S O L U T I O N
A R C H I T E C T U R E
S O L U T I O N
D E V E L O P M E N T
B U S I N E S S A N A L Y S I S
S T R A T E G I C
P L A N N I N G
25. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 25
Enterprise Planning and
Performance space
Business Improvement space
Business Transition space
Improve project
performance
Improve enterprise wide
investment performance
Improve Business Performance
Improve Market Performance
A
B
VALUE
MANDATE
C
E
Improve Product and &
Service Performance
D
WHAT ARE THE DOMINANT SKILLS
ACROSS THE MANDATE?
The required skills will
therefore vary across
the mandate.
Elicitation
Business Analysis
Performance
Recommendation
of Improvements
Enterprise analysis
Determine business
processes
Requirements
analysis mngmnt
and comms
ADDRESSED
BY SFIA
ADDRESSED
BY SFIA
Lean thinking
Six Sigma
TQM
TOC
Planning and
monitoring
Solution assessment
and validation
Program and
Portfolio mngmnt
and Governance
Risk mngmnt
Change Mngmnt
Benefit Realisation
GAP IN
SFIA
Shareholder Value Analysis
Value Maps and Driver trees
Strategic Planning
Organisation Design
Economics and Accounting
Systems Thinking
Corporate Governance
Quantitative Analysis
Product Strategy
Design Thinking
Enterprise Planning
26. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 26
K
HOW
27. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 27
STRATEGIES FOR MOVING UP THE CURVE TO
OPEN THE OPPORTUNITIES
Organizational Rhythms:
Closer alignment to the
planning cycle.
28. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 28
STRATEGIES FOR MOVING UP THE CURVE TO
OPEN THE OPPORTUNITIES
Creation of a Unified Team of
cross enterprise disciplines.
Change
Manager
Finance
PMO
Business
Improvement
Strategy
Technology
A combination of People,
Process & technology to
drive out an outcome
through projects
29. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 29
STRATEGIES FOR MOVING UP THE CURVE
TO OPEN THE OPPORTUNITIES
Aligning to value.
WHAT
VALUE IS
CREATED?
HOW IS
VALUE
CREATED?
HOW IS
VALUE
MEASURED?
Senior managers
must have a solid analytical
understanding of which
performance variables drive
the value of the company.
An important part of VBM is a deep
understanding of the performance
variables that will actually create
the value of the business – the key
value drivers.
Such an understanding is essential
because an organization cannot
act directly on value. It has to act
on things it can influence –
customer satisfaction, cost, capital
expenditures, and so on.
The problem
lies here
30. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 30
Business Unit Business Unit Business Unit Business Unit Business Unit
Process Performance
Indicators
STRATEGIES FOR MOVING UP THE CURVE
A L I G N I N G V A L U E T O P E R F O R M A N C E
Product
Development
Retail SalesRetail PlanningSourcing
Objectives Drive Key Performance Indicators (SMART)
Financial
Operational
Data
Quality
Indicators
Business Flows
Flow of goods, flow of money, flow of information
Value Chains / Cross Functional Capability / Value Streams
Critical Success Factors
Strategic Business Goals
Value Monitoring
ValueReportingPerformanceReporting
Performance
Monitoring
*Adapted from “Real world BPM in an SAP Environment”
31. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 31
STRATEGIES FOR MOVING UP THE CURVE
A L I G N I N G VA LU E TO P E R F O R M A N C E
32. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 32
“ARCHITECTURE THINKING”
33. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 33
MASHUPS FOR
BUSINESS
34. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 34
PROCESS
Sign Up & Integrate
CAPABILITY
20. Information Services Management
CAPABILITY
15. Sales Execution
PROCESS
A1. Explore and compare
potential providers and
services
PROCESS
B2. Sign up and activate
account
PROCESS
C3. Integrate my store
with Australia Post’s API’s
precedes precedes precedes precedes
BUSINESS SERVICE
Customer Sales
Management
BUSINESS SERVICE
Partner Collaboration
PROCESS
C1. Receive information on
how the systems and
processes will work
PROCESS
C2. Install the necessary
hardware / software on
my systems
is realized by
LOGICAL
APPLICATION COMP.
Customer Sales
Management
LOGICAL
APPLICATION COMP.
Enterprise Resource
Planning
LOGICAL
APPLICATION COMP.
Partner Collaboration
Management
LOGICAL
APPLICATION COMP.
Security Management
communicates with communicates with
communicates with
implements
is realized by
implements
ACTOR
Post Staff
DATA ENTITY
Sales Order
ACTOR
Post Staff
participates in participates in
is processed by
consumes
SAP - CRM SAP - ERP auspost.com.a
u
IAM - OIM
is processed by
ACTOR
Fiona
participates in
FOUR LEVELS OF MIXING:
AT THE RESOURCE LEVEL
The Process Layer Plays a Strong Role in assembling capabilities for different
outcomes
CAPABILITY
People
Process
Tools
Connecting these to projects provides valuable
insight into coherency o the capex investment
across the enterprise
Within each process flow, there are
typically four to five capabilities that
make up the process. These typically
correspond to functional silos that
complete each step.
Within each capability, the model
identifies systems or applications that are
used to execute the capability. This is
where the model forms the alignment
between business and IT.
Archimate
Notation
35. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 35
FOUR LEVELS OF MIXING:
AT THE RESOURCE LEVEL
A capability has many resources that require architecting
36. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 36
THE ENVIRONMENT
BUSINESS MODEL
Markets
Industries
Customers
Market Segment
Channels
Customer
Relationships
Value Proposition
Offering:
Services/Products
Processes/ Value
Chains
Competencies
Business Service
Functions
Data
Applications
Technology
FOUR LEVELS OF MIXING
AT THE CAPABILITY LEVEL
Its at this point that business begins to see the true value of using capabilities
Standard functional capabilities can
be aligned to a value chain
Cross functional capabilities assemble and mix functional capabilities to
achieve outcomes in the value map or driver tree
Cross functional capabilities each drive out
different outcomes. Underlying functional
capabilities will have varying perspectives of
capability maturity and capability uplift
You can also use cross functional models as scenarios to
test the capability anchor model validity
37. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 37
FOUR LEVELS OF MIXING:
AT THE BUSINESS MODEL LEVEL
38. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 38
Leading and Best Practice Research, 2011/2012
Scope: 1765 CEO’s and 2936 business leaders representing all major countries and industries
FOUR LEVELS OF MIXING:
AT THE BUSINESS MODEL LEVEL
39. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 39
FOUR LEVELS OF MIXING:
AT THE BUSINESS MODEL LEVEL
40. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 40
FOUR LEVELS OF MIXING:
AT THE BUSINESS MODEL LEVEL
Innovate
Build Advantages
Assemble
Prolong
Advantages
Mix
Reduce
Disadvantages
Aggregator Category Leader Consolidator Customizer Disintermediator
Experience
Provider
Fast Follower Innovator Platform provider Premium Player
Regulation
Navigator
Reputation
Player
Risk Absorber
Solutions
Provider
Value Player
Structure vs Behaviour - Utility Business Model Stereotypes provide a set of standard
business model execution styles to work with
Standard assembly patterns of functional
and cross functional capabilities can be
leveraged as foundation business models to
kick-start your efforts
* Based upon “The Essential
Advantage” Leinwand & Mainardi
42. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 42
FOUR LEVELS OF MIXING:
AT THE BUSINESS MODEL & VALUE SYSTEM
LEVEL
Companies with a High Level of
Cohesion affect EBIT Directly
4%
8%
12%
16%
20%
24%
28%
32%
0 20 40 60 80 100 120
EBITMARGIN,2003-2007
CAPABILITIES COHERENCE SCORE
COCA-COLA
WRIGLEY
PEPSICO
KIMBERLY-CLARK
SARA LEE
CONAGRA MERCK
UNILEVER
H.J. HEINZ
KRAFT
GENERAL MILLS
CLOROX
CAMPBELL SOUP COMPANY
P&G
*Adapted From “The Coherence Premium” –
Harvard Business Review, June 2010
A coherent organization
is one that is thought of
and executed as a whole
43. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 43
COHERENCY BETWEEN SERVICES AND VALUE
Example: Financial Information Management Journey
S C O R E K E E P E R S
D I S C I P L I N E D O P E R ATO R S
C O N S T R A I N E D A D V I S O R S
VA L U E I N T E G R ATO R S
HIGH
HIGH
FINANCEEFFICIENCY
B U S I N E S S I N S I G H T
Profitability
Analysis
Fulfilment
Operations
Time to
profitability
of xParcel
product with
Telstra
account
Provide
Statutory
Reporting
44. C A U D I T 2 0 1 4 - E N T E R P R I S E A R C H I T E C T S | PAGE 44
QUESTIONS?