This document provides an overview of a strategic business design training program. It includes the following: - Learning objectives which are to better engage stakeholders and gain understanding of reference architectures. - Modules which are understanding the external environment, mapping strategic intent, business modeling, value creation, and operating model. - A course structure diagram showing the context and flow of the training. - Descriptions of the business modeling and operating model components that will be covered. The purpose is to introduce an end-to-end architecture method and perspectives to establish context for the training and case study.

1. STRATEGIC
BUSINESS DESIGN

2. 2
STRATEGIC
BUSINESS
DESIGN
Learning Objective/s
At the completion of modules/topic areas,
participants should be able to:
1. Better engage business stakeholders by
reframing the strategic context in which
the ExxonMobil business exists, the
organization’s strategic priorities and
articulating a compelling case for change.
2. Gain a deeper understanding as to the
reference architectures which represent
the ExxonMobil business at different levels
of abstraction, that provide the strategic
anchor point in which systems architecture
will be modelled against.
Modules
• Understanding the External Environment
• Mapping Strategic Intent
• Business Modeling
• Value Creation
• Operating Model

3. The purpose is to introduce an overview of
training, an end-to-endArchitecture
method and the architecture perspectives
in order to establish a foundational context
to be applied during the course.A
supporting case study will be introduced as
well.
3
Course Structure
ArchitectureContext ArchitectureThinking Strategic Business Design
Business-drivenArchitecture
(Business)
Business-drivenArchitecture
(Systems)
Value of Architecture
Intrinsic
Value
Learning Objectives /
Modules
Learning Objectives /
Modules
Learning Objectives /
Modules
Training
Overview
Architecture
Services
External Environment
Conceptual Architecture
(Framing)
Conceptual Architecture
(Framing)
Case Study
(Intro)
Architecture
Abilities
Strategic
Intent
Business Capabilities
Modelling
MinimumViable
Architecture
Architecture
Method
Design &
Modelling
Business
Modelling
Transition Planning
(horizon)
Conceptual Architecture
Architecture
Domains
Reference Architectures,
Patterns and Building Blocks
Value
Creation
Gathering Requirements Case Study
Architecture Perspectives
Governance, Principles &
Mandates
Operating
Model
Case Study
Architecture
Roles
Stakeholder Engagement Case Study
Organizational
Engagement
Agile
Architecture
Coherent linkage between strategy, business and systems

4. 4
Anchoring to a clearly defined business context
A structured pattern that aligns strategic priorities with operations and systems design, supported by a roadmap for realisation.
The Organization We
Need to Deliver It
The Systems We
Need to Succeed
STRATEGY
ON A
PAGE
INFORMATIO
N
ROADMA
P
APPLICATION
S
TECHNOLOGY
PROCESS
MEANS ENDS
DRIVERS
BUSINESS-DRIVEN ARCHITECTURE
STRATEGIC BUSINESS DESIGN
BUSINESS
OPERATIONS
GAP
ANALYSIS
The Business
We Need to Be
VALUE
MODEL
ROADMA
P
WHY
OPERATING
MODEL
SYSTEMS
VIEWPOINT
BUSINESS
VIEWPOINT
HOW
BUSINESS
MODEL
The Services We
Need to Offer
SERVICES
MODEL
• Business Capabilities
• Org Structure
• Partners
• Value Discipline
• Value Systems
• Value Chains
• Business Services
• Service Concepts
WHAT
WHO
WITH
WHAT
• Macro-environment
• Internal Drivers
• Organizational Intent
SYSTEMS
ARCHITECTU
RE
WHEN
CAPABILIT Y
ARCHITECTU
RE
WHEN
Context
Requirements
Solutions
Not
covered in
this course
PLANNING
PLANNING

5. 5
STRATEGIC BUSINESS
DESIGN
Module x
U N D E R S TA N D I N G YO U R
E X T E R N A L E N V I R O N M E N T
Identifying the macro-environmental drivers
that will impact your strategy
L E A R N I N G O B J E C T I V E S
What you need to know about
• To identify the different type of external drivers and be able to articulate the impact in the
context of the organisation.
• To understand the nature of the impact from one or more of these drivers and how this can
help guide better strategic decisioning.

6. WHAT
To identify, capture and contextualise
external environmental drivers that
will likely impact how successful your
organisation will be in fulfilling its
vision.
WHY
By understanding what and how these
external factors will create conditions
of the organization’s external
environment, careful consideration
can be made in defining the strategic
actions to be taken.This can be used
to define, capture or validate
strategies to be employed in the
context of the organization’s goals
and overarching vision.
6
Understanding your External Environment
Identifying the macro-environmental drivers that will impact your strategy
WHEN
Using the technique is useful to guide
strategic decisions – whether this is an
annual process or more frequently. It
is good practice to continuously
monitor the external environment in
order to identify pertinent changes
that may require a strategic shift
within the organization.
Strategic
Business
Design
Questions answered?
• What are the key drivers (political,
economic, social, technological,
environmental and legal) that will likely
impact the organisation’s ability to
fulfil its desired vision?
• How will these drivers impact our
organisation and what strategic
actions can be taken to mitigate such
impact?
External
Environment

7. 7
Macro-environmental Drivers
Strategic
Business
Design
External
Environment
Political
Government policy, political stability, foreign trade
policy, tax policy, labor law and trade restrictions.
Economic
Economic growth, exchange rates, interest rates, inflation,
disposable income and unemployment rates.
Social
Population growth rates, age distribution, career attitudes, safety
emphasis, health consciousness, lifestyle choices and cultural
barriers.
Technological
Technology trends, level of innovation, automation, R&D activity
and technological awareness.
Environmental
Weather, climate change, environmental policies and
sustainability expectations.
Legal / Regulatory
Discrimination laws, antitrust laws, employment laws, consumer
protection laws, copyright and patent laws and health and safety
laws.

8. IndividualTask
• Using Post-It notes, try to identify as many external drivers that
are influencing the operating environment of ExxonMobil.
• Group each Post-It note under one of the PESTEL headings.
• Be ready to explain your thinking.
N E E D H E L P ?
Try to provide a sufficiently detailed description of the driver… so
much as to people understand the context and impact.
8
Identify external drivers impacting ExxonMobil
Strategic
Business
Design
External
Environment
Activity

9. Articles
Why Business Models Matter
Joan Magretta
TheCustomer-Centered Innovation Map
LanceA. Bettencourt andAnthonyW. Ulwick
Meeting theChallenge of DisruptiveChange
Clayton M. Christensen and MichaelOverdorf
How to Design aWinning Business Model
RamonCasadesus-Masanell and Joan E. Ricart
Books
Business ModelGeneration
Videos
A Simple Framework for Business Model Innovation
KaranGirotra and Serguei Netessine
The Business ModelCanvas - 9 Steps toCreating a Successful Business Model
Blogs
How the Internet ofThingsChanges Business Models
Gordon Hui
9
Learn More
Strategic
Business
Design
External
Environment

10. 10
STRATEGIC BUSINESS
DESIGN
Module x
M A P P I N G T H E S T R AT E G I C
I N T E N T
Understanding the strategic intention and
context within the organization.
L E A R N I N G O B J E C T I V E S
What you need to know about
• The importance of deconstructing business strategy into a simplified view that drives
clarity amongst the wider business community.
• The constituent components that helps articulate the purpose and strategic motivation of
an organization.

11. WHAT
To bring coherence to the
components of business and
understand how orchestrate
them in a tangible and holistic
way that is innovative and
differentiating. It can
effectively describe how an
organization creates, delivers
and captures value.
WHY
Understanding value of the
product and services and
Looking for innovative ways of
doing business. Getting
common understanding of
current business. Facilitating
conversation about changes.
Evaluating the impact of drivers
and influencers.
11
Business Modelling
Understanding the strategic intention and context within the organization.
WHEN
In a time where little is
predictable organization need
to understand its customer
needs and requirements and
be innovative in the way to
address their requirements.
Strategic
Business
Design
Questions answered?
• What critical problems do you solve
for your customers?
• Who are your specific customers and
what value do you offer them?
• What are the resources and
capabilities do you need to perform in
your business?
• How does your business earn revenue
from the value created?
Business
Modelling

12. 12
A Business Model
describes the rationale
of how an organization
creates, delivers and
captures value.
ALEXOSTERWALDER
AUTHOR, BUSINESS MODELGENERATION

13. 13
Operating Model Components
Strategic
Business
Design
Operating
Model
How we might best organize and manage our resources to effectively operate our business, deliver our services
as intended, and achieve our strategic goals.
Operating
Model
Business
Capabilities
Organizational
Structure
Skills &
Competencies
Performance
Management
Business Services
Governance
Frameworks
Business
Services
Business
Capabilities
Organizational
Structure
Skills & Competencies
Governance
Frameworks
Performance
Framework
The availability and delivery of customer-driven business
services underpinned by optimized experiences
through preferred channels.
These building blocks represent WHAT the business
does to underpin the delivery of services. A
foundational input into Operating Model design.
The various roles and their responsibilities required,
presented as a functional view of the organization.
The necessary mind sets, knowledge sets and skill sets
available within the organization that help solve
business challenges.
The business rules, the policies and the processes that
guide decision-making across the organization.
A set of purpose-built measurements to track progress
against strategic objectives, customer satisfaction and
overall financial performance.

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