Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available
Enterprise architecture in transformation
1.
2.
3.
4.
5.
6.
7.
8. Enterprise architecture is the organizing logic for
business processes and IT infrastructure reflecting the
integration and standardization requirements of the company's operating model.
11. I‟m faced with waves of technology and hype
Social Networking
Utility Computing
Enterprise 2.0
Green IT
SLA TOGAF
EA
Web 2.0 SaaS Virtualisation
Utility ESB
OO
Cloud
SAAS
PAAS EAAS
IAAS NAAS
19. Enterprise Enterprise
Architects
Business Information
Architects Architects Business Capability
Software Architect Infrastructure
Architects
Data Center
Software Software
Architect Architect
22. strategy
[ˈ strætɪdʒɪ]
n pl -gies
1. skillful use of a
stratagem
2. a plan, method, or
series of maneuvers or
stratagems for obtaining
a specific goal or result
24. Determine Strategy
Style
• How do innovative
behaviors in
strategically
conservative firms
differ from those in
firms that are less
conservative?
• Are the former less
innovative than the
latter, or do they
simply target their
innovative activities to
different areas of the
value chain?
25. Miles and Snow‟s Strategy Typology
Defender Analyzer Prospector
Reactor
26. Competitive Advantage Porter’s Strategy
Typology
Low Cost High Cost
• Maximize performance
by striving to be the low
cost producer in an
industry
Broad
Overall Cost
Differentiation
Leadership
Competitive Scope
• Maximize performance
by differentiating line of
products or services
from those of other
businesses
Narrow
• Either approach can be
Differentiation
Cost Focus accompanied by a
Focus
focus of organizational
efforts on a given
segment of the market
28. Osterwalder &
Pigneur
Business Model
Canvas
• Your business model
on 1 page
• Test new business
models
29. Describing your business model
The business model canvas
KEY KEY OFFER RELATIONSHIPS CLIENTS
PARTNER ACTIVITI
ES
What„s your
What are your
relationship to
core activities What„s your the customer?
and processes? Who„s your
offer? What„s your
You are your customer?
image?
main Which „jobs to
Which
suppliers, KEY be done“ do
partners and RESOURCES CHANNEL customer
you satisfy? S
alliances? segments do
you serve?
What are your How do you
main assets and reach your
competencies? customers?
COST CENTRES REVENUE STREAMS
What is driving How do you
cost? make money?
Source: Canvas by businessmodelgeneration.com
31. Employee Learning & Growth Perspective
Perspective Objectives Metrics Initiatives
Stadium Revenue
Increase Stadium Increase
Owner
Revenue Licensing Revenue Market Value
(Financial)
Empty Seat Count VIP for a Day
Promotion
Increased
Fan Reduce Grow Fan # Season Ticket
Fan Holders Season Ticket Holder
(Customer) No-Shows Base
Loyalty Incentives Promotion
Fan Site Feedback
Tickets posted for Ticket Vendor
Resale Integrations
Game Ticket Resale
(Operations) Process Tickets Resold Implement Customer
Interface/Promotion
Tech Readiness Tech & Tools Training
Employee
Learning & Train IT Team Identify Ticket Regulatory Awareness
Infrastructure,
Growth to Website Systems Ready
Build/Support Vendors Tech Acquisitions
Strategic Awareness
What capabilities and tools do our employees need to help them execute our strategy?
32. Mauborgne & Kim
Blue Ocean Strategy
Do we know how to:
“Create Uncontested Market Space and
Make the Competition Irrelevant?”
37. The Principles of Architecture
Value
• Estimated/real
• Perception
• Progress against goal
Progress
Skills
• Goals
• Gap analysis • Current staffing
levels
• Status since
inception • Performance
tracking
Coverage
• Scope
• Context
• Situational analysis
38. The Components of Architecture
Artifacts
• Documents
• Deliverables
Processes Management
• Custom or • Governance
Standard • Organization
• Activities • Reporting
structure
• Maturity model
People
• Specialization
• Customers
• Interaction
Editor's Notes
What is business transformation?Both positive and lasting
Common view of EAModeling of people, process and technology
What do we transform- People, process and technology
legitimacy
So this all sounds perfect we are in control we are a profession, we own technology strategy, we are the masters of the universe and the business value us, in fact they prize us because we make everyone better. They really do want to look at us like that and everyone is telling them how strategic we are; look at the transformation your own organisation is undertaking, you’re a
All we seem to be doing now is taking orders and the food we serve doesn’t taste great, it comes out cold, people get served at different times, and the ingredients are changing daily
How do we set a target- innovation
Iasa view of EABusiness leadership through value ownership founded in technology
There are 5 value componentsROIConstituent Value
A quick set of definitions:Financial Statement - include the Income Statement, Balance Sheet, Statement of Shareholders' Equity, Statement of Cash Flows, and Footnotes. Income Statement – provides an overview of all cash-related activities for a given period of time. It includes operating activities such as depreciation and changes in liabilities, investing activities such as capital expenditures, and activities such as paying dividends or buying or selling stock.Earnings per Share – total earnings or net income divided by its shares outstanding. Cash Flow Statement - provides an overview of all cash-related activities for a given period of time. It includes operating activities such as depreciation and changes in liabilities, investing activities such as capital expenditures, and activities such as paying dividends or buying or selling stock.Free Cash Flow - the cash a company produces from its operations less the cost of expanding its asset base. Operating Margin - Operating Profit divided by Revenue (or Sales).Operating revenue – the revenue realized from day-to-day operationsMarket Capitalization - the overall price of the company as measured by the price of all outstanding shares. It's calculated by multiplying the share price by the number of shares outstanding.
We do this through managed technology innovation for value generation
Value and strategy should move up to the c-suite
The word “strategy” descends directly from the Greek word for “General” or “Commander”. Its history is almost entirely related to military usage, and yet today we find it used in the business world all the time. Strategies are the domain of the executive suite, the modern day Generals of the corporate world. It is common to find military analogies in use in the world of business, and Sun Tzu's 2500 year old Chinese text The Art of War is still recommended reading for executives. An aspiring architect would do well to read (and re-read) this classic text on strategy. A strategy in today’s usage refers to a plan to achieve a goal. Specifically, IASA defines strategy in the following way: strat·e·gy skillful use of a stratagema plan, method, or series of maneuvers or stratagems for obtaining a specific goal or result
This concept encompasses listening to shareholders and stakeholders to distinguish what type of initiative is appropriate for the desired results.
Shareholder/stakeholder behaviors and motivations will direct toward a style of strategy which can be best determined through listening & observational human dynamic skills. There are different strategy styles depending on which end of the conservative/risk spectrum an organization’s leaders tend to reside. Tailoring strategy communication to their receptivity allows for the best alternatives to be presented and stakeholder ownership attained.
Strategic typologies which might be called as theories of different strategy types emerged as an important research area in strategic management.Miles and Snow (1978) established a research on the strategies that organizations employ in solving their entrepreneurial, engineering, and administrative problems. Their famous strategic typology introduced four strategic types of organizations: Defenders, Analyzers, Prospector, and Reactors.
Another strategy typology that is popular in the literature is known as “Porter’s model”. According to Porter's framework, a business can maximize performance either by striving to be the low cost producer in an industry or by differentiating its line of products or services from those of other businesses; either of these two approaches can be accompanied by a focus of organizational efforts on a given segment of the market
Reference: Carlson and William W. Wilmot, Innovation: The Five Disciplines for Creating What Customers Want, Crown Business (August 8, 2006)A NABC to describe learning the NABC:Need - Organizationsneed to shape their most important products, services, and initiatives, and to be able to speak about these projects in a more clear and compelling way (NABC can help your team reframe their thinking from product-centric (push-systems) to customer-centric (pull-systems))Approach - Our focus is on learning how to apply innovation tools, especially a simple innovation process called the NABCBenefit – Higher value communication with stakeholdersCompetitive Alternatives – Business as usual: will what worked for the last 5 years promote the next 5?
HIDDEN SLIDE! Unhide if you decide to not do this exercise (e.g., due to time constraints) but want to supply an example NABC.
Reference: http://www.businessmodelgeneration.com/bookThe Business Model Canvas, is a strategic management and entrepreneurial tool. It allows you to describe, design, challenge, invent, and pivot your business model.http://www.businessmodelgeneration.com/canvas
Reference:Robert S. Kaplan and David P. Norton, Having Trouble with Your Strategy? Then Map It, Harvard Business Review (January 15, 2009)
What kind of culture, teamwork, and alignment?
Reference:W. Chan Kim and Renee Mauborgne, Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant (February 3, 2005)NOT A SILVER BULLETIt does take workThe examples in the book and case study are easy after the factNot as simple as just duplicating what is in the bookIt is an example of executives working together, making some tough decisions and then using the tools to implement and change courseRequires understanding of customers and markets. Often requires research to confirm.“Create Uncontested Market Space and Make the Competition Irrelevant?”We’re not taught this in business school.When we first read this, we thought it was arrogant- no one had talked like this – not taught in B School- these are different tools. Most people don’t know them.The tools are about taking advantage of paradigm shifts. We have successfully used these tools, and continue to work with such organizations as the NFL and MicrosoftMuch of our approach is about 2 dimensional market spaces – we have the opportunity to expand markets and categories by finding the Blue Spaces
Basically focus & advertise [yellow tail] toward the Beer crowd.
Build a set of goals for the engagementDefine roles/skillsAssess current capabilityDefine roadmapDeliver – community, training, certification, complianceReview and Adjust