The document provides information about a business design workshop on canvasses being held by IIBA in October 2016. It includes descriptions of various canvasses and tools that will be covered in the workshop, including the value proposition canvas, customer profile canvas, business model canvas, and design thinking process. The workshop aims to teach participants how to apply design thinking and business design tools to solve problems, launch new products and services, and support strategic planning.
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.
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.
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
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?
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.
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.
Design of Business in an Age of DisruptionCraig Martin
We are all acutely aware of the changes occurring in business. Market and socio political drivers are causing interesting business models to emerge and technological changes are resulting in new digital and disruptive business models that are reshaping our traditional industries. There is significant pressure to respond with solutions, products and services that are not only desirable from a human centred perspective but business viable and technologically feasible.
In order to cater for these pressures, new strategic planning disciplines and tools must be leveraged, or in some cases invented. These disciplines need to both help business solve wicked problems, as well as help solution providers inside and outside an organization provide more value based offerings.
This presentation will look at the emergence of design led strategic planning approaches that merge disciplines to help business decision makers test the viability of ideas and strategies, and play these out within an organisation to determine the high value positions necessary to succeed in the market. In this paper we explore on the fusion of design thinking, business design and enterprise architecture to help organizations address these challenges.
http://enterprisearchitectureconference.com.au/keynote-speakers/
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.
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.
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.
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
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?
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.
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.
Design of Business in an Age of DisruptionCraig Martin
We are all acutely aware of the changes occurring in business. Market and socio political drivers are causing interesting business models to emerge and technological changes are resulting in new digital and disruptive business models that are reshaping our traditional industries. There is significant pressure to respond with solutions, products and services that are not only desirable from a human centred perspective but business viable and technologically feasible.
In order to cater for these pressures, new strategic planning disciplines and tools must be leveraged, or in some cases invented. These disciplines need to both help business solve wicked problems, as well as help solution providers inside and outside an organization provide more value based offerings.
This presentation will look at the emergence of design led strategic planning approaches that merge disciplines to help business decision makers test the viability of ideas and strategies, and play these out within an organisation to determine the high value positions necessary to succeed in the market. In this paper we explore on the fusion of design thinking, business design and enterprise architecture to help organizations address these challenges.
http://enterprisearchitectureconference.com.au/keynote-speakers/
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.
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.
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.
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.
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.
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.
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
Capability-based Business Model TransformationIlia Bider
Presentation at Ascendia workshop 2014
Any organization in subject of changes in the environment, or having the desire to improve, needs to change their processes, personnel and their use of resources. Changes, may they be called for by external threats or opportunities or internal strengths or weaknesses, take their departure in an organizations existing capabilities. To support change, there is thus a fundamental need to understand and analyse an organizations capabilities in order to perform changes. In this paper we present an approach to support organizational change by the use of a capability based recursive analysis, and a set of improvement patterns. The recursive analysis is based on resource types, and capability sub-types. We illustrate the approach by using several examples taken from the industry.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
Please feel free to watch the video of this presentation at https://youtu.be/1tZYE0SbakE
Capability models have a long history. They came out of business schools in the 50ies. In recent years the enterprise- and business architecture communities seem to have taken over, making capabilities more an IT rather than a business modeling concept. Most capability models we've seen fail to achieve their original purpose: to enable business people to design better enterprises - ones that are fit for purpose, efficient, adaptive to change and satisfy customers.
In this webinar, Wolfgang Goebl explains the typical flaws of capability models and design patterns for next-generation capability modeling. You will learn:
practical patterns to create capability maps that foster a seamless business & IT co-design
why most capability modeling efforts fail and how to overcome the usual problems
how to connect other elements of the architecture with capabilities - how to run a broad elicitation process with all relevant stakeholders
how to use capability maps in corporate management
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.
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!
Slides from a presentation given by Paul Turner to meetings of IIBA UK on 16 July and 12 August 2014.
Much has been written about technical and solution architectures, without due attention being given to how these work together with the Business Architecture.
It is easy to believe that those who are involved in business analysis, requirements definition and systems modelling do not need to consider the Business Architecture at all. This could not be further from the truth. This talk explains the rationale behind Business Architecture, what its main components are and why Business Analysts should ensure that they understand it and the influence it is likely to have on their work.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
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
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.
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.
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.
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.
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.
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
Capability-based Business Model TransformationIlia Bider
Presentation at Ascendia workshop 2014
Any organization in subject of changes in the environment, or having the desire to improve, needs to change their processes, personnel and their use of resources. Changes, may they be called for by external threats or opportunities or internal strengths or weaknesses, take their departure in an organizations existing capabilities. To support change, there is thus a fundamental need to understand and analyse an organizations capabilities in order to perform changes. In this paper we present an approach to support organizational change by the use of a capability based recursive analysis, and a set of improvement patterns. The recursive analysis is based on resource types, and capability sub-types. We illustrate the approach by using several examples taken from the industry.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
Please feel free to watch the video of this presentation at https://youtu.be/1tZYE0SbakE
Capability models have a long history. They came out of business schools in the 50ies. In recent years the enterprise- and business architecture communities seem to have taken over, making capabilities more an IT rather than a business modeling concept. Most capability models we've seen fail to achieve their original purpose: to enable business people to design better enterprises - ones that are fit for purpose, efficient, adaptive to change and satisfy customers.
In this webinar, Wolfgang Goebl explains the typical flaws of capability models and design patterns for next-generation capability modeling. You will learn:
practical patterns to create capability maps that foster a seamless business & IT co-design
why most capability modeling efforts fail and how to overcome the usual problems
how to connect other elements of the architecture with capabilities - how to run a broad elicitation process with all relevant stakeholders
how to use capability maps in corporate management
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.
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!
Slides from a presentation given by Paul Turner to meetings of IIBA UK on 16 July and 12 August 2014.
Much has been written about technical and solution architectures, without due attention being given to how these work together with the Business Architecture.
It is easy to believe that those who are involved in business analysis, requirements definition and systems modelling do not need to consider the Business Architecture at all. This could not be further from the truth. This talk explains the rationale behind Business Architecture, what its main components are and why Business Analysts should ensure that they understand it and the influence it is likely to have on their work.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
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
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
Risk-driven and Business-outcome-focused Enterprise Security Architecture Fra...Craig Martin
Ana Kukec, Lead Enterprise Security Consultant, Enterprise Architects, Australia
The Open Group Architecture Forum and Security Forum agree that the coverage of security in TOGAF should be updated and improved. The understanding and focus of security architecture has moved from a threat-driven approach of addressing non-normative flaws through systems and applications to a risk-driven and business outcome-focused methodology of enabling a business strategy.
Following this trend, we defined fundamental characteristics of effective security architecture. 1) Capabilities are primary assets at risk, while information systems and technology components are secondary assets at risk supporting the primary assets. 2) Security requirements include the business aspects and not only the technology aspects of confidentiality, integrity and availability. 3) IT risk management is business-opportunity-driven. It requires understanding of risk appetite across business, information systems and technology architecture to manage security risks of vulnerabilities and compliance issues, which may arise at any layer of enterprise architecture in a business-outcome-focused way. 4) Security services are aligned to business drivers, goals and objectives, and managed in a risk-driven way.
Yet, there is no single security architecture development methodology to deliver these characteristics. We believe that existing information security standards and frameworks in a combination with the TOGAF are sufficient to meet the aforementioned fundamental characteristics of effective security architecture. However the challenge is in their integration. Our Enterprise Security Architecture Framework integrates key industry standards and best practices for information security and risk management, such as COBIT 5 for Information Security, ITILv3 Security Service Management, ISO/IEC 27000 and ISO/IEC 31000 families of standards, using the TOGAF Architecture Development Method and Content Meta-model as the key integrators. It is a pragmatic security architecture framework which establishes a common language between IT, security, risk and business organisations within an enterprise and ensures effective and efficient support of long-term security needs of both business and IT, with a risk-driven enterprise as a final outcome.
We will present a case study of the implementation of the aforementioned business-outcome-focused and risk-driven Enterprise Security Architecture Framework at the University of New South Wales.
Key takeaways:
-- Overview of a risk-driven and business-outcome-focused security architecture methodology seamlessly integrated with the TOGAF
-> Security strategic planning
-> Enterprise-wide compliance, internal (policies and standards) and external (laws and regulations
-> Business-opportunity driven management of security risk of threats, vulnerabilities and compliance issues across business, information systems and technology architecture
Leading Business Disruption Strategy with EA - Hugh EvansCraig Martin
A Digital disruption presentation delivered as a webinar to the Open Group by Hugh Evans - CEO of Enterprise Architects.
The world is undergoing unprecedented change, driven largely by developments in digital technologies.
Organizations must now consider how to invent new business models as well as new products and services, and they must hone their transformational capabilities to rapidly execute on these plans.
In the recently published Hype Cycle for Enterprise Architecture 2013 Gartner places disruptive forces at the center of the emerging EA mandate:
"Enterprise Architecture (EA) is a discipline for proactively and holistically leading enterprise responses to disruptive forces by identifying and analyzing the execution of change toward desired business vision and outcomes."
"EA practitioners have the opportunity to take a quantum leap toward not only becoming integral to the business, but also leading business change."
[Source: Hype Cycle for Enterprise Architecture 2013, Gartner 2013]
Today, businesses are being forced to come to terms with their vulnerability and opportunities when it comes to disruptive innovation. Enterprise Architecture, by leveraging its emergent business architecture capabilities and its traditional technology and innovation focus, has the opportunity to fill a key void, aiding businesses to win in this new world.
This webinar will explore how EA can drive an organization’s disruptive agenda.
Forget Big Data. It's All About Smart DataAlan McSweeney
This proposes an initial smart data framework and structure to allow the nuggets of value contained in the deluge of largely irrelevant and useless data to be isolated and extracted. It enables your organisation to ask the questions to understand where it should be in terms of its data state and profile and what it should do to achieve the desired skills level across the competency areas of the framework.
Every organisation operates within a data landscape with multiple sources of data relating to its activities that is acquired, transported, stored, processed, retained, analysed and managed. Interactions across the data landscape generate primary data. When you extend the range of possible interactions business processes outside the organisation you generate a lot more data.
Smart data means being:
• Smart in what data to collect, validate and transform
• Smart in how data is stored, managed, operated and used
• Smart in taking actions based on results of data analysis including organisation structures, roles, devolution and delegation of decision-making, processes and automation
• Smart in being realistic, pragmatic and even skeptical about what can be achieved and knowing what value can be derived and how to maximise value obtained
• Smart in defining an achievable, benefits-lead strategy integrated with the needs business and in its implementation
• Smart in selecting the channels and interactions to include – smart data use cases
Smart data competency areas comprise a complete set of required skills and abilities to design, implement and operate an appropriate smart data programme.
The 2017 Accenture Technology Vision report showcases the top five disruptive IT trends and innovations shaping the business landscape in 2017 and beyond. Take action today and shape technology to fit your needs.
Learn more at www.accenture.com/technologyvision
26 Disruptive & Technology Trends 2016 - 2018Brian Solis
Introducing the “26 Disruptive Technology Trends for 2016 – 2018.” In this report, we’ll explore some of the disruptive trends that are affecting pretty much everything over the next few years at least those that I’m following. It’s not just tech, though. The report is organized by socioeconomic and technological impact.
Obviously, this is not an exhaustive list of every technology and societal trend bringing about disruption on planet Earth. What follows thought definitely affects the evolution of digital Darwinism, the evolution of society and technology and its impact on behavior, expectations and customs.
PDF, audio, and voiceover are now available on designintechreport.wordpress.com
Today’s most beloved technology products and services balance design and engineering in a way that perfectly blends form and function. Businesses started by designers have created billions of dollars of value, are raising billions in capital, and VC firms increasingly see the importance of design. The third annual Design in Tech Report examines how design trends are revolutionizing the entrepreneurial and corporate ecosystems in tech. This report covers related M&A activity, new patterns in creativity × business, and the rise of computational design.
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
In the ecosystem-driven digital economy, the rules are still waiting to be written. Leaders must work to shape the digital markets of tomorrow. Grab your guidebook in trend 5 of the 2017 Technology Vision.
Conway's Law, Cognitive Diversity, Organisation Transformation And Solution D...Alan McSweeney
These topics may appear to be separate but are closely related to the need for an effective solution design process, approach and function.
Nearly 50 years ago, Dr Melvin Conway wrote a short and insightful article titled How Do Committees Invent? where he made a number of observations on the system and solution design process including “… organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations.” which has become known as Conway’s Law. He identified organisation problems that lead to poor solution design.
Conway’s Law is a warning rather than a prediction. It provides an insight into the solution design problems that can occur if the solution design structures, processes and function are not optimised. What he describes does not have to happen but all too frequently does.
Cognitive Diversity has become a fashionable concept that is talked about more than implemented. It has been written about extensively by Dr Scott Page. The core concept is that “… a random group of intelligent problem solvers will outperform a group of the best problem solvers”.
The value of cognitive diversity to organisations is greatest in the thinking areas such as the solution design function. Managing diverse teams can be difficult and achieving cognitive diversity can be painful and challenging. Cognitive diversity of less value in pure operational and transactions areas where there is a reduced need for problem-solving.
Cognitive diversity protects the organisation against factors such as Cognitive Bias, Strategic Misrepresentation, Planning Fallacy, Optimism Bias, Focalism and Groupthink and their consequences.
Cognitive diversity protects against the effects of Conway’s Law.
Many organisations are attempting to transform themselves in response to external changes and drivers. Organisation transformation is frequently concerned with a migration from product-orientation to services-orientation characterised by responsiveness, customer centricity, self-service and flexibility. Information technology underpins successful and effective organisation transformation.
This is especially true of initiatives such as digital transformation. Digital transformation involves designing and implementing solutions across a wide range of application and system areas.
Being good at solution design means that solutions are defined, designed and delivered in a reliable, stable and innovative way to ensure that cost, time, required functionality and quality are constantly optimised to meet the needs of the business.
Good solution design mean:
• Being aware of all the options and selecting the most appropriate one subject to all constraints
• Avoiding all the conscious and unconscious biases that lead to bad solutions
Put simply, a cognitively diverse team designs better solutions.
Stopping Analysis Paralysis And Decision Avoidance In Business Analysis And S...Alan McSweeney
Analysis paralysis and decision avoidance occur all too frequently and commonly in the business and solution analysis and design process. It wastes time and money. Analysis paralysis occurs when you cannot escape the analysis stage – you are always looking for more information and for perfection. Decision avoidance and evasion occurs when there is a decision making request/response loop as there are seemingly endless requests for more information – there are always requests for more details, additional options and more clarifications.
There are two possible loops:
1. Analysis Loop – where analysis never finished. Analysis and design do not want to let go – always looking for perfection and want to retain ownership.
2. Decision/Analysis Loop – where decision making is deferred because of requests for more analysis. Fear of decision-making is masked by endless requests for more information and options.
You cannot avoid analysis but do not perform analysis is isolation without a business and solution context
The Conceptual Solution Architecture framework focusses on the core functional and system components of the solution. This enables effective decision-making on the available options implementation time-frames, implementation approaches and likely budget requirements.
Effective analysis and solution design minimise the Solution Space while maximising the size of Requirements Space encompassed within it.
You need to measure the progress of analysis and design and decision making to identify when progress is stalling.
The IT function needs to be a lens concentrating solution need onto solution options. It needs to successfully mediate between the business as the originator of a solution need and the solution provider, either internal or external or both. The IT function needs to be good at moving from analysis and option identification to an implementation decision quickly and effectively.
You need a systematic, structured and measurable approach to decision making. Decision making that follows a systematic approach is be more productive and results in better decisions.
This describes the concept of a Process Oriented Architecture. A Process Oriented Architecture is a way of linking process areas to actual (desired) interactions – customer (external interacting party) service journeys through the organisation. It allows two views of any process to be maintained and operated:
1. External view – that experienced by user
2. Internal view – that worked on by the organisational competency
An organisation will interact will multiple external parties. Each external party will have a number of interaction paths or journeys. These journeys are the routes of experience of external parties. These routes of experience need to be mapped (as) seamlessly (as possible) to internal organisational operational process competency groupings.
The interaction paths or journeys represent the Straight Through Processing that the customer (external party) wants to experience. The complexity of internal organisational operational process competency groupings needs to be masked from the customer (external party). Process Oriented Architecture is a key enabler of successful digital transformation.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Design Thinking is a process for creative problem solving. It allows everyone to use creative tools to address a vast range of challenges. The process is action-oriented, embraces simple mindset shifts and tackles problems from a new direction.
According to McKinsey, companies that adopt design as part of business practices can be more resilient than others—continuing to innovate, analyze, and strategize to solve complex problems during trying times.
Some of the world's leading brands, such as Apple, Nike, Starbucks and GE, have rapidly adopted the Design Thinking approach. What's more, Design Thinking is being taught at leading universities around the world, including Stanford, Harvard and MIT.
Based on the world-renowned Hasso Plattner Institute of Design (Stanford University) model, Design Thinking encourages organizations to focus on the people they are creating for, which leads to better products, services, and internal processes. The Design Thinking framework consists of five modes or phases: Empathize, Define, Ideate, Prototype and Test. The framework is fully compatible with Lean and Six Sigma approaches.
This comprehensive Design Thinking PPT training presentation is tailored specifically for Design Thinking facilitators, trainers, professionals and consultants who are preparing for delivery in a classroom or workshop environment. The included wallet design exercise could be replaced with your own design challenge. In addition, the introductory module can be used as a stand-alone awareness briefing material for a general audience.
You will get to train your target audiences how to solve problems creatively by building empathy, generating ideas, prototyping and testing new concepts before final implementation.
LEARNING OBJECTIVES
1. Acquire a deep understanding of the key concepts and principles of Design Thinking
2. Understand the mindsets, process, methods and tools in creative problem solving
3. Develop skills in applying Design Thinking mindsets and practices in problem solving
Product designer is amalgamation of technology, computer science and management thus it is a very responsible post. If we see it from a business perspective then we find that a business is a giant structure as a whole and there are different aspects to it. A product designer is responsible for creating or making a product which is useful to users. He needs to take direction from the business and its goal along with his own creativity.
A dive into DESIGN THINKING – Making products and services that people wantAndy McBride
Terms such as ‘design’, ‘design thinking’, ‘agile’ and ‘MVP’ are now casually talked about in many organisations. Beyond the buzzword bingo, there are real methodologies and approaches that can help all teams deliver great solutions. Like many organisations, QUT needs to respond quickly to the increasingly complex challenges of our internal audience with innovative solutions that are also feasible and viable. Over the past year QUT has taken a design thinking approach to developing its new service experience – HiQ. HiQ brings together service and communication teams, and integrates information, technology and physical spaces. The result is a personalised and consistent experience of QUT across our diverse internal audiences, that aims to engage with them wherever they are.
Conference: Digital Employee Experience (DEX) Conference 2018
Contact: Andy McBride - https://www.linkedin.com/in/andymcbride/
Copyright 2018
Product designer is amalgamation of technology, computer science and management thus it is a very responsible post. If we see it from a business perspective then we find that a business is a giant structure as a whole and there are different aspects to it. A product designer is responsible for creating or making a product which is useful to users. He needs to take direction from the business and its goal along with his own creativity.
Design thinking is not “us versus them or us”, but on behalf of them. It’s close to user’s experience and mind. Let’s Design thinking, before development leads to a dead end.
Building Winning Business, the Human-Centered wayLamin Mansaray
Business problems come in all shapes and sizes, the complexity of those issues are only growing. Human Centered Design (Design Thinking) is the best-kept problem-solving approach to adaptive challenges.
Managing The Design Process oleh Terry Lee Stones
Mengoptimalkan penggunaan design grafis dalam cara yang praktis dan nyata. Memahami bagaimana proses kolaborasi yang berlangsung akan perlu mempelajari beberapa bahasa baru, juga tools dan teknik, dalam mengaplikasikan menejemen design dan hubungannya dengan konsep kepemimpinan design
Managing The Design Process oleh Terry Lee Stones
Mengoptimalkan penggunaan design grafis dalam cara yang praktis dan nyata. Memahami bagaimana proses kolaborasi yang berlangsung akan perlu mempelajari beberapa bahasa baru, juga tools dan teknik, dalam mengaplikasikan menejemen design dan hubungannya dengan konsep kepemimpinan design
GCRF Demonstrate Impact: Human Centred Design - Ben Griffin, Innovate UKKTN
The aim of this competition is to support demonstration-stage projects that have the potential to improve lives of people living in lower income countries and emerging economies. It will support projects that address one or more of the global societal challenges recognised as the UN Sustainable Development Goals through development of innovative, market-creating products and services.
This is a two-phase competition. Phase 1 projects must explore the feasibility of running a demonstration project in phase 2 and applicants can use a human-centred design or technical feasibility approaches during this phase. A successful sub-set of phase 1 projects will be invited to apply for phase 2.
Funding has been allocated from the Global Challenges Research Fund (GCRF), a £1.5 billion fund to support cutting-edge research which addresses the problems faced by developing countries. GCRF will address global challenges through disciplinary and interdisciplinary research and innovation, and will strengthen capability for research and innovation within both the UK and developing countries, also providing an agile response to emergencies where there is an urgent research need. GCRF forms part of the UK’s Official Development Assistance (ODA) commitment and will be awarded in a manner that fits with ODA guidelines.
The webcast recording is now available: https://youtu.be/Ej4oyVi9INY
Find out more about the GCRF Demonstrate Impact Programme: https://ktn-uk.co.uk/programmes/gcrf-demonstrate-impact-programme
It is time to move Design Thinking to the next level. Companies and design thinkers need not only embrace creativity but also include other design focus areas in the entire process, such as design planning and execution. The workshop will give an overview on the current and next stage of Design thinking, and it will also take a glance on how to go beyond it.
Managing The Design Process oleh Terry Lee Stones
Mengoptimalkan penggunaan design grafis dalam cara yang praktis dan nyata. Memahami bagaimana proses kolaborasi yang berlangsung akan perlu mempelajari beberapa bahasa baru, juga tools dan teknik, dalam mengaplikasikan menejemen design dan hubungannya dengan konsep kepemimpinan design
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
[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
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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.
DesignChain Business-by-Design Workshop Pack for IIBA
1. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 1
Business by Design
IIBA WORKSHOP
OCTOBER 2016
2. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 2
Our Design in Business Course.
Design Thinking for those “in” the business
Description
Design in Business introduces individuals and teams
to design tools that will help them be more human-
centred in their approach to problem solving.
Attendees learn how to apply design tools to launch
new and innovative products and services to
market, as well as how to leverage these tools to
support strategic planning, business analysis,
architecture and agile delivery.
Who is it for?
• Business Analysts
• Project Managers
• Business Leaders
• Strategic Planners
• Business Planners
• Business Architects
• Enterprise Architects
What does it cover?
Design in Business covers the essential design tools
to help you explore, ideate, prototype and deliver
higher value ideas to market in shorter timescales.
Helping you link it all together
One of the key value propositions of our course is
the integration with the strategy and business
planning aspects to determine viability and
feasibility.
Attendees will learn how to leverage agile
techniques to help focus investment and deliver
ideas to market more efficiently.
“Our team found the experience invaluable. The course
helped us challenge some of our established ways of
thinking to ensure we have the tools and techniques
available to appropriately articulate problems, then to
analyse them and design and iterate possible solutions in a
human centred, business focused way”
— Banking client: Product Design, Change and Delivery
Design in Business is hands on, taught by
Business Designers working and
delivering business outcomes.
What does it involve?
• Kick-start: Attendees choose an actual problem
within their business, and we teach you how
to solve that problem. This part-time option
usually runs over six to seven weeks using a
combination of theory and hands-on activities.
The outcomes are valid prototypes ready for
rollout into your business.
• Five-day class: This option is a combination of
theory and hands-on activities that run within
a classroom environment. Attendees work
through a challenging digital experience case
study to sharpen their problem-solving and
design skills.
Helping you and your teams
develop a design mindset for
business
Contact Us
DesignChain
520 Bourke Street, Melbourne, AUS
(+61) 4 19 192 2928
training@designchain.co
Visit us on the web:
www.designchain.co
Design in
Business
Training Course
3. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 3
Designing for Growth THE DESIGNCHAIN APPROACH
ü DESIREABLE FOR
CUSTOMERS
ü FINANCIALLY VIABILE FOR
THE BUSINESS
ü FEASIBLE TO DELIVER
Business Model
Innovation
“What's possible?”
Business
Strategy
“What will we do?”
Operating
Response
“What's the Blueprint
to for the fastest
delivery with the least
amount of effort?”
Business Model
“What does it look
like”
Understanding
value
“What value can we
create for our customers
and capture for our
business?”
Creating growth through
innovative business models
Testing viability of business models
against the industry patterns and
your own organization
Understanding the right
levers to pull to create and
capture value
Building and planning the
engine of delivery
4. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 4
Linking it together THE HYBRID PROCESS
Empathy Map
Design Principles
Value Model
Customer Profile
Problem
Statement
Value Proposition
Canvas
Business
Model
Canvas
Business Motivation Model
Service
Blueprint
Operating Model
Canvas
Capability ModelScaled Agile Framework
5. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 5
A Multi-Disciplinary Journey HOW ARE PROBLEMS SOLVED?
* 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
Design Thinking
Architecture Thinking
Agile TM Thinking
No single discipline can
traverse the funnel, it is a
multi-disciplinary journey.
THEAGILEORGANIZATION
6. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 6
Business Planning
Project Management
Agile Delivery
Design Thinking
Human Centered Design
Psychology and
behavioral analysis
Strategic Planning
Business Design
Business Model Innovation
Hybrid thinking focusses on utilizing the strengths from multiple disciplines HYBRID THINKING
Desirability
What is valuable to
people?
Viability
What is value to the
business?
What can you sell?
Feasibility
What can you
implement?
Starts
Here
Starts
Here
Business Architecture
The three lenses must be aligned at a business
model level, marketing mix level, products and
service model level and operating model level
Business
Design
Service
Design
Capability
Design
7. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 7
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
Industrializing at speed HOW ARE PROBLEMS SOLVED?
Source: Adapted from “Business Process
Change” by Paul Harmon
GOAL: Reliably produce
consistent, predictable
outcomes
GOAL: Validity- Produce
outcomes
that meet desired
objectives
People
Dominance
Process
Dominance
Technology
Dominance
The Challenge is reducing the time it takes to move from the unresolved business challenges space to the repeatable
formulas space.
8. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 8
How different Disciplines relate to each other COHERENCY ACROSS DISCIPLINES
Problem Solution
9. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 9
Knowing when to use design, architecture and agile COHERENCY ACROSS DISCIPLINES
10. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 10
Moving through the funnel across and problem and solution landscape HOW ARE PROBLEMS SOLVED?
Unknowable:
The relationship between cause
and effect is impossible to determine
as they constantly shift. In chaos, it is
necessary to act first and then sense
through the result of action how to
further respond. Understanding the
problem comes later. This is the
domain of rapid response.
Example: Natural disasters
Unknown Problems:
The problem is in constant flux as a
change to the situation causes ripple
effects and unpredictability
in other aspects. Information is often
incomplete. Rather than
implementing a solution, devising a
concept, testing, iterating and then
responding is needed. Problems often
become complex when human
behavior is a significant factor. This is
the domain of emergence.
Example: Schooling experiences,
organizational change management,
traffic management
Known unknowns:
A complicated problem can have multiple
right solutions. Complicated problems are
understood, analyzed and then responded to. It
often requires expertise to solve and is largely
process driven. Solving a complicated problem
often requires the right expertise along with
the right tools. In this realm you may know
you have a problem but may not be able to
solve it alone. This is the domain of expertise.
Example: Fixing a car, constructing an airplane.
Known knowns
A simple problem is one of cause and effect.
The solution is rarely disputed. The problem
can be categorized, understood and a response
devised based on the information. This is the
domain of best practice.
Example: 1+1 = 2, solving a jigsaw puzzle.
The Knowledge /
Innovation funnel
* ‘A Leader’s Framework for Decision Making’ David Snowden & Mary Boone
11. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 11
Creating a Blend of Thinking. The origins of Design Thinking HOW ARE PROBLEMS SOLVED?
Analytical
Thinking
Intuitive
Thinking
100% Reliability 100% Validity
Design
Thinking
From: ‘The Design of Business’, Roger Martin (2009)
12. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 12
When is Design Thinking Appropriate? DESIGN VS ANALYTICAL METHODS
13. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 13
Four Orders of Design HOW BIG IS THE PROBLEM?
Graphic Design
Visual Design
Communications Design
Product Design
Industrial Design
Engineering
Architecture
Fashion Design
Service Design
UX Design
Instructional Design
Process Design
System Design
Business Design
Organisational Design
Culture Design
Capability Design
4th
systems
3rd
interactions,
experiences
2nd
objects,
artefacts
1st
signs,
symbols
Low
complexity
High
complexity
*Richard Buchanan 1992: Wicked Problems and Design Thinking
14. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 14
The Double Diamond THE DESIGN PROCESS
Discover Define
Understanding the Problem Understanding the Solution
1
2
4
3
Develop Deliver
Point
of
View
15. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 15
FINCO Background THE DESIGN CHALLENGE
FINCO are a mature financial services company providing traditional banking services to the citizens of
FINLAND.
They have enjoyed a great market share and many long years of loyal customers and revenue growth. This is
now coming under pressure from a number of changes in the market. Especially in the space of payments.
Fintech is changing the face of global payments. Global investment in fintech ventures tripled in 2015 to
US$12 billion. As new payment capabilities come to the fore, cutting-edge technology is transforming how
transactions are initiated and processed.
This is no longer just a case of new currencies or faster payment methods, but an entire rethinking of
transfers of “value” and how these are undertaken. This presents both a challenge and an opportunity for
FINCO.
The combined impact of these disruptive forces is likely to dramatically reshape the payments industry in
the next five years, and will be decisive in determining how the revenue growth picture develops and in fact
the very survival and future of FINCO as a dominant market player.
As always, disruption also brings opportunity. FINCO’s executive feel that success in this reshaped landscape
will come to those who keep pace with technological change, customer expectations and the quest for
innovative payments solutions.
The CEO is aware that any organization looking to survive in todays economy must innovate whilst the
times are good.
She has kicked off a series of strategic design initiatives to understand how best to respond to competitive
banks in the marketplace, as well as take advantage of the new technologies that are entering into the
market.
The CEO and her team have decided they want a human centred design approach, believing that the secret
lies in creating innovative experiences through value based intention exercises, wrapped in innovative
payment mechanisms that cross monetary boundaries and shape society not just banks.
16. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 16
Challenge Description THE DESIGN CHALLENGE
Challenge Description
There are many methods of paying for stuff, largely dictated by individual organisations
without consistency of service nor done in a way that truly addresses the value sought by
customers.
In their everyday lives, customers have lots of ‘life’ scenarios that impose complex payment
challenges which cross organisational and country boundaries and create pain in their lives.
So we design to: Make people’s lives easier when it comes to paying for stuff
17. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 17
DRAFT: Research Plan
Design Challenge: The challenge we have accepted from our sponsor who has requested the Design Work is:
1 2 3 4 5 6Purpose: Guide Discover phase of design process
Frames for Exploration
The Design Team have chosen the following set of frames (or
dimensions) to guide discovery in the Exploration (problem or
opportunity) Space:
Research Questions
In consideration of the chosen frames for the exploration
space, we seek the following knowledge:
Research Subjects & Contexts
We have identified the following people and contexts from
which we seek knowledge in the exploration space:
:
Research Approach and Tools
Selection of Primary and Secondary Research activities:
Assigned Responsibilities
To conduct the Research activity, the Design Team has agreed
to the following responsibilities:
Data Collection Guidelines
During the Discovery Phase we will collect information of
various types and deposit them in a shared location in
preparation for Define phase and Group Synthesis activities.
Make people’s lives easier when it comes to paying for stuff
Value
Payment types
Payment times and delays
Product or service
Online or F2F
Fund availability
Commissions
Rewards and awards
….
• a
• Stakeholder #1: Merchant
• Stakeholder #2 : Purchaser
• Stakeholder #3: Investor
• Stakeholder #4: Charity recipient
• Stakeholder #5: Bank for deposits
• Stakeholder #6: Clearing house
• Stakeholder #7: Retailers (Awards and
rewards)
• Staekholder#8: Logistics and delivery
• XYZ
• ABC
Primary Research
Ask
• Diary study – ask stakeholder to write
down a day in the life of. Or an
experience in the life of
• Love letter / break up letter – ask
stakeholder to write a break up letter to
society (Melbourne city) as to why they
have given up on it
• Picture cards discussions with key
questions
• Semi-structured interview
Participate
• Find and apply for shelter for evening
Observe
• Fly-on-wall
• Shadowing
Secondary Research
• City of Melbourne research papers
• Other case study providers
18. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 18
Empathy Map DISCOVER AND DESIGN
Needs and Insights
28. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 28
Empathy Map DISCOVER AND DESIGN
Needs and Insights
29. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 29
The Double Diamond THE DESIGN PROCESS
Discover Define
Understanding the Problem Understanding the Solution
1
2
4
3
Develop Deliver
Point
of
View
30. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 30
Using The value proposition canvas to develop the service
models
The Value (Proposition) Map describes the features of a specific value proposition in
your business model in a more structured and detailed way. It breaks your value
proposition down into products and services, pain relievers, and gain creators.
The Customer (Segment) Profile describes a specific customer segment in your
business model in a more structured and detailed way. It breaks the customer down into
its jobs, pains, and gains.
Gain Creators describe how your
products and services create customer gains.
Pain Relievers describe how your
products and services alleviate customer pains.
You achieve CUSTOMER Fit
when your value map meets your customer
profile— when your products and services
produce pain relievers and gain creators that
match one or more of the jobs, pains, and
gains that are important to your customer.
Gain describe the outcomes
customers want to achieve or the
concrete benefits they are seeking.
Pains describe bad
outcomes, risks, and obstacles
related to customer jobs.
This is a list of all the
Products and
Services a value
proposition is built around.
Customer Jobs
describe what customers are
trying to get done in their
work and in their lives
when dealing with a
problem or challenge.
*Value Proposition Design by Alexander Osterwalder
31. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 31
The Customer Profile canvas
What do I the customer want?
The Customer Profile is completed one per customer segment
Problem Statements from
the previous workshop are used as input
into the customer jobs.
Describe what customers are trying to
get done in their work and in their lives
when dealing with the identified
problem or challenge within the context
or situation identified in workshop 1
Functional Jobs
Task based - mow the lawn, eat healthy
as a consumer, write a report, or help
clients as a professional
Social Jobs
These jobs describe how customers want
to be perceived by others, for example,
look trendy as a consumer or be
perceived as competent as a professional.
Personal / Emotional
Jobs
Customers seek a specific emotional state,
such as feeling good or secure, for
example, seeking peace of mind regarding
one’s investments as a consumer or
achieving the feeling of job security at
one’s workplace.
Customer Pains
Describe those things that annoy
the customer segment before,
during and after trying to get the
jobs / problem done
Undesired outcomes, and
characteristics
Pains are functional (e.g., a solution doesn’t work, doesn’t
work well, or has negative side effects), social (“ I look bad
doing this”), emotional (“ I feel bad every time I do this”), or
ancillary (“ It’s annoying to go to the store for this”). This may
also involve undesired characteristics customers don’t like
(e.g., “Running at the gym is boring,” or “This design is ugly”).
Obstacles
These are things that prevent customers from even getting
started with a job or that slow them down (e.g., “I lack the time
to get this job done accurately,” or “I can’t afford any of the
existing solutions”).
Risks
What could go wrong and have important negative
consequences (e.g., “I might lose credibility when using this
type of solution,” or “A security breach would be disastrous
for us”).
Customer Gains
Gains describe the outcomes and benefits your
customers want when they are trying to solve the
job / problem. Gains include functional utility, social
gains, positive emotions, and cost savings.
Required Gains
These are gains without which a solution wouldn’t work. For example,
the most basic expectation that we have from a smartphone is that we
can make a call with it.
Expected Gains
These are relatively basic gains that we expect from a solution, even if it
could work without them. For example, since Apple launched the
iPhone, we expect phones to be well-designed and look good.
Desired Gains
These are gains that go beyond what we expect from a solution but
would love to have if we could. For example, we desire smartphones to
be seamlessly integrated with our other devices.
Unexpected Gains
These are gains that go beyond customer expectations and desires.
Before Apple brought touch screens and the App Store to the
mainstream, nobody really thought of them as part of a phone.
*Value Proposition Design by Alexander Osterwalder
32. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 32
Value Proposition Canvas: Customer Profile DEFINE
33. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 33
Design Criteria Canvas DEFINE
Purposeful
and polished
aesthetics
Reduced
Complexity
Dedicated
Spaces. Each
doing 1
thing well
Integration
of digital
ecosystem
assets
Design with omni-
channel in mind
Prompt final
settlement
on the day
of value
Assets should be
distributed not
centralised
Security and
operational
reliability
34. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 34
BUSINESS MODEL INNOVATION
USING DESIGN
Define
Step 7: Define the problem statement and how
might we question
Turn an underlying belief on
its head.
•Formulate a radical new hypothesis,
one that no one wants to believe—at
least no one currently in your
industry.
•For instance: How might we place a
financial-services provider’s IT
entirely in the cloud… so that we could
drastically reduce the minimum
economic scale?
• Target: What if people who shopped in discount
stores would pay extra for designer products?
• Apple: What if consumers want to buy
electronics in stores, even after Dell educated
them to prefer direct buying?
• Palantir: What if advanced analytics could
replace part of human intelligence?
• Philips Lighting: What if LED technology puts
an end to the lighting industry as a replacement
business?
• Amazon Web Services: What if you don’t need
to own infrastructure yourself?
• Amazon Mechanical Turk, TaskRabbit, and
Wikipedia: What if you can get stuff done in
chunks by accessing a global workforce in small
increments?
Remove Money from the equation??
36. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 36
The Double Diamond THE DESIGN PROCESS
Discover Define
Understanding the Problem Understanding the Solution
1
2
4
3
Develop Deliver
Point
of
View
37. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 37
Gain Creators. Do they…
Create savings that make your customer happy?
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or
that go beyond their expectations?
(e.g. better quality level, more of something, less of
something, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more
services, lower cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. makes them look good, produces an increase in
power, status, …)
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features,
Fulfil something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your
customers success and failure criteria?
(e.g. better performance, lower cost, …)
The Value Map canvasWhat could we the bank provide?
The Value Map Canvas is completed one per customer segment profile
Products and Services
What products and services will we offer to deliver
what our customer segment sees as valuable.
This bundle of products and services helps your
customers complete either functional, social, or
emotional jobs or helps them satisfy basic needs.
Products and services don’t create value alone– only in
relationship to a specific customer segment and their
jobs, pains, and gains.
Physical / tangible
Goods, such as manufactured products.
Intangible
Products such as copyrights or services such as after-sales
assistance.
Digital – Focus on
these first
Products such as music downloads or services such as online
recommendations.
Financial
Products such as investment funds and insurances or services such
as the financing of a purchase.
Pain Relievers
Pain relievers describe how exactly your products
and services will alleviate specific customer pains.
They outline how you intend to eliminate or
reduce some of the things that annoy your
customers before, during, or after they are trying to
complete a job or that prevent them from doing so.
Pain Relievers. Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?
(e.g. kills frustrations, annoyances, things that give
them a headache, …)
Fix underperforming solutions?
(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your
customers encounter?
(e.g. make things easier, helping them get done,
eliminate resistance, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go
awfully wrong, …)
Gain Creators
Gain creators describe how your products and
services create customer gains. They explicitly
outline how you intend to produce outcomes and
benefits that your customer expects, desires, or
would be surprised by, including functional utility,
social gains, positive emotions, and cost savings.
*Value Proposition Design by Alexander Osterwalder
38. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 38
Value Proposition Canvas: Value Map DEVELOP
39. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 39
Business Model Categories BUSINESS MODEL PATTERNS
*Adapted from - The Business Model Navigator: 55 Models
That Will Revolutionise Your Business by Oliver Gassmann
40. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 40
Example Business Model Options BUSINESS MODEL PATTERNS
*Adapted from - The Business Model Navigator: 55
Models That Will Revolutionise Your
Business by Oliver Gassmann
41. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 41
TribalMind Example EXAMPLES
TRIBALMIND
Tribalmind is a web based marketing platform that streamlines the process of creating and
tracking lead magnets for your business. It facilitates a multi-sided marketplace that connects
marketers with customers, and customers to customers, to answer WHO and WHY people visit
web sites, thereby providing much stronger relevancy to the customers problem
42. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 42
DropBox Example EXAMPLES
43. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 43
Nespresso Example EXAMPLES
44. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 44
Business Model Canvas DEVELOP
Who Will Help You?
KEY PARTNERS
How do you do it?
KEY ACTIVITIES
What do you need?
KEY RESOURCES
Why do you do it? need?
VALUE PROPOSITION
How do you interact?
AUDIENCE RELATIONSHIPS
How do you reach them?
DISTRIBUTION CHANNELS
Who do you help?
AUDIENCE SEGMENTS
How much will you make?
REVENUE STREAMS
What will it cost?
COST STRUCTURE
Business Model Generation by Alexander Osterwalder
45. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 45
Business Motivation Model DEFINE AND DEVELOP
Mission Vision
Goal 1
Objectives
Goal 2
Objectives
Goal 3
Objectives Objectives
Goal 4
Strategies & Tactics Strategies & Tactics Strategies & Tactics Strategies & Tactics
V&V V&V V&V V&V V&V V&V
46. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 46
The Double Diamond THE DESIGN PROCESS
Discover Define
Understanding the Problem Understanding the Solution
1
2
4
3
Develop Deliver
Point
of
View
47. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 47
Service Model Canvas – Service Blueprinting DEVELOP & DELIVER
*The Service Innovation Handbook
Segment?
Pain Reliever and Gain
Creator
48. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 48
Operating Model Canvas DELIVER
How do you do it?
VALUE STREAMS
Key Resources?
PEOPLE
What will it cost?
COST STRUCTURE
How do you do it?
VALUE STAGES
What do you need?
CAPABILITIES
Key Resources?
PROCESS
Key Resources?
TECHNOLOGY
Key Resources?
INFORMATION
Key Resources?
PARTNERSHIPS
Retire
Right
Debt Free
Flexible
and agile
product
delivery
49. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 49
EXPERIENCE
CAPABILITY
TECHNOLOGY
BUSINESS
VALUE
VALUABLE
MEANING
PROCESSEMPLOYEES INFORMATION
APPLICATIONS DATA TECHNOLOGY
CUSTOMER
PERFORMANCE
PROBLEMS PAINS / GAINS
SERVICE/S
VALUES
- Duration
- Breadth
- Interaction
- Intensity
- Triggers
- Significance
PRICE to
EXCHANGE
PLACE to
EVERYPLACE
PROMOTION to
EVANGELISM
PRODUCT/S
50. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 50
Extending the definition of the capability CAPABILITY MODELLING
51. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 51
Value Stream / Capability Canvas DELIVER
Outcome
Goal / Objective
Performance CSF / KPI’s
Skills
Strategy / Tactic
Organization Units
Cultural Landscape
Process
Application
Delivery Vehicle
Information
52. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 52
Linking it together THE HYBRID PROCESS
Empathy Map
Design Principles
Value Model
Customer Profile
Problem
Statement
Value Proposition
Canvas
Business
Model
Canvas
Business Motivation Model
Service
Blueprint
Operating Model
Canvas
Capability ModelScaled Agile Framework
53. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 53
The DesignChain Training Courses DESIGNCHAIN SERVICE OFFERING: TRAINING
Design in
Business Course
(Using design thinking to
complement the other disciplines
of analysis, architecture and
planning, to help them be more
human centred in their
approach)
Business By Design
Course
(This course focusses on using the disciplines of
Design and Architecture to create and test
more innovative and disruptive business
models)
*Richard Buchanan
www.designchain.co
Designing with
AgileTM
(Using design thinking to be
more human centred in thinking
and approach. Blended with
AgileTM
to be more efficient and
delivery centred)
DesignChain follows a blended
approach to training with
clients. We support the
70:20:10 approach to building
capability and improving
learning outcomes
In beta
Released
In alpha
54. IIBA BUSINESS DESIGN WORKSHOP CANVASSES | VERSION 1.0 54
Decide, adapt and grow faster
INSIGHT
What we do: We provide insight into
customers, disruptive and emerging trends,
and how they might affect your customers and
your organization.
How we do it: We use human centered design
and market analysis tools to surface new
insights and growth opportunities.
Outcome: You will have greater insight into
hidden opportunity areas. You will have
identified, and tested, growth and
improvement areas. You and your
organization will become smarter. You will be
able to determine whether or not change is
needed.
DESIGN
What we do: We help you determine the most
appropriate responses to change. We show you
how best to mix your business resources to
deliver the right value to your customers and
your shareholders.
How we do it: We play out disruptive,
strategic, tactical and operational prototypes
across your business landscape, and test them
against the right outcomes
Outcome: You will choose the strategic option
that is best for your customer and organization,
and reduce failure from misguided strategies.
DELIVERY
What we do: We help more of your
projects succeed and deliver tangible
business outcomes.
How we do it: We do this by closing the
gap between planning and results, and
results and corrective action.
Outcome: This means that designed and
planned results are more likely to be
achieved, and the organization can
make corrective changes sooner rather
than later, preventing cost overruns and
costly repeat decisions.
CHANGE
What we do: We help you and your
customers adapt to change more
effectively.
How we do it: We influence the habits
of your customers and staff through
advanced behavioural methods and
technologies.
Outcome: Improved employee
engagement. Increased customer
advocacy & lifetime value. Reduced
cost-to-serve.
What we do DESIGNCHAIN