The document presents an impact analysis case for restructuring services targeting high-wealth individuals, focusing on the perspectives of various stakeholders such as the CEO and senior management. It discusses the assessment of strategic decisions regarding product offerings and the implications for current and future architectural states within the organization, emphasizing the need for comprehensive understanding and alignment across business, information, and technology viewpoints. The analysis culminates in providing enough information to support strategic business decisions through specific scenario evaluations and stakeholder considerations.

1. Showcase an Impact Analysis
Use Case: Restructuring Services to
Specific Customer Types
Karsten Voges

2. Agenda

Background and Approach

Scenario Walkthrough

Scenario Evaluation
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3. Background and Approach
Impact Analysis of Strategic Decision
 Senior
management needs to understand the impact of a
strategic decision regarding restructuring products for highwealth individuals.
 Requires
understanding the business viewpoint, information
viewpoint, technology viewpoint, and solution viewpoint.
 Actors:
CEO, Sr. Management Team, Chief Architect, CIO,
Enterprise Architect, Risk & Compliance Mgmt
 Goal:
Product mix for specific high-wealth individuals is known
and impact (cost, level of effort, etc.) is fully known across EA
viewpoints and stakeholders.
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4. Agenda

Background and Approach

Scenario Walkthrough

Scenario Evaluation
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5. Scenario Walkthrough

1. CEO and Sr. Mgmt are being presented with an impact analysis of the
strategic decision.

2. Chief Architect uses the system to demonstrate how the strategic
decision is linked with the current business strategy.

3. Any discrepancies in the linkage are noted and explained.

4. Overall impact of strategic decision and specifically costs and level of
effort (time and resources required).

5. Specific impacts:

How is the current state architecture impacted?

How is the future state architecture impacted?

What is required to make the changes to the future state architecture?

6. Three potential scenarios for a future state architecture with comparison.

7. Stakeholder concerns are addressed.

8. There is enough information to make the strategic business decision.
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6. As-Is Situation at ABC Asset Management
Landscape Diagram: Business Support Map – Process & Org 2012

Risk & Compliance Mgmt 
Information Architecture 
Solution Architecture

CEO/CIO
How do the new business, information, and technology requirements influence the need for new solutions?
Unlike Risk Management’s enterprise approach, Customers and Products
are managed and serviced separately within each country, resulting in
different product offerings -> Contrast to new global strategy
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7. Scenario

1. CEO and Sr. Mgmt are being presented with an impact analysis of the
strategic decision.

2. Chief Architect uses the system to demonstrate how the strategic
decision is linked with the current business strategy.

3. Any discrepancies in the linkage are noted and explained.

4. Overall impact of strategic decision and specifically costs and level of
effort (time and resources required).

5. Specific impacts:

How is the current state architecture impacted?

How is the future state architecture impacted?

What is required to make the changes to the future state architecture?

6. Three potential scenarios for a future state architecture with comparison.

7. Stakeholder concerns are addressed.

8. There is enough information to make the strategic business decision.
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8. As-Is Situation at ABC Asset Management
Portfolio Analysis: IS Portfolio – 2012 – Strategic Assessment

Risk & Compliance Mgmt 
CEO/CIO
CRM and product management
systems are highly critical for
business and have poor business
and regulatory alignment, although
three of them are SOX relevant
Information Architecture

Solution Architecture
How do the new business, information, and technology requirements influence the need for new solutions?
How does this impact the global IT strategy?
•
Conclusion  There is a need for action with regard to the countryspecific Customer and Product Management solutions!
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9. As-Is Situation at ABC Asset Management
Information Flow Diagram: Information Flow 2012  Need for Action

CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
How do the new business, information, and technology requirements influence the need for new solutions?
•
•
•
As the different countries have different Customer strategies,
Customer information flows run separately within each country.
CRM and Product Management systems are not integrated at all.
 Recommendation: Consider a consolidation measure
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10. Scenario

1. CEO and Sr. Mgmt are being presented with an impact analysis of the
strategic decision.

2. Chief Architect uses the system to demonstrate how the strategic
decision is linked with the current business strategy.

3. Any discrepancies in the linkage are noted and explained.

4. Overall impact of strategic decision and specifically costs and level of
effort (time and resources required).

5. Specific impacts:

How is the current state architecture impacted?

How is the future state architecture impacted?

What is required to make the changes to the future state architecture?

6. Three potential scenarios for a future state architecture with comparison.

7. Stakeholder concerns are addressed.

8. There is enough information to make the strategic business decision.
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11. Link Discrepancies
New Capabilities required in new Org-Unit
What business changes are required globally and locally?
What new processes and organization is required?
Are all the skills in place to enable this restructuring or will there need to be
retraining or new skills acquired?
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12. Link Discrepancies
Easy access to new strategy via Fulltext-Search
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13. Scenario

1. CEO and Sr. Mgmt are being presented with an impact analysis of the
strategic decision.

2. Chief Architect uses the system to demonstrate how the strategic
decision is linked with the current business strategy.

3. Any discrepancies in the linkage are noted and explained.

4. Overall impact of strategic decision and specifically costs and level of
effort (time and resources required).

5. Specific impacts:

How is the current state architecture impacted?

How is the future state architecture impacted?

What is required to make the changes to the future state architecture?

6. Three potential scenarios for a future state architecture with comparison.

7. Stakeholder concerns are addressed.

8. There is enough information to make the strategic business decision.
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14. Strategy Impact – Realign High Value Individuals
Cluster Diagram: Information Systems – Planned/Target

CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
What new information is required?
What new information will be needed in support of which business processes?
How is the future state architecture impacted?
•
•
Information Objects “Customer” and “Portfolios” must be redesigned
Functionality to ensure the consistency of portfolios across entire
organization must be implemented
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

15. Scenario Evaluation
Master Plan Diagram: Roadmap – Initiatives and IS 2012-2015

Risk & Compliance Mgmt 
CEO/CIO
Already scheduled initiatives
 interdependencies to manage
Information Architecture
IT initiative “Realign High Value
Individuals” with affected
“current” solutions
Solution Architecture
Solution scenarios with directly
affected “planned” and “target”
solutions
What is required to make the changes to the future state architecture?
What solutions will now need to be retired and what is the cost and the level of effort involved to retire them?
Master Plan with estimated
• Roadmap
• Costs
• Benefits
• Risks
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16. Scenario

1. CEO and Sr. Mgmt are being presented with an impact analysis of the
strategic decision.

2. Chief Architect uses the system to demonstrate how the strategic
decision is linked with the current business strategy.

3. Any discrepancies in the linkage are noted and explained.

4. Overall impact of strategic decision and specifically costs and level of
effort (time and resources required).

5. Specific impacts:

How is the current state architecture impacted?

How is the future state architecture impacted?

What is required to make the changes to the future state architecture?

6. Three potential scenarios for a future state architecture with comparison.

7. Stakeholder concerns are addressed.

8. There is enough information to make the strategic business decision.
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17. Strategy Impact – Realign High Value Individuals
Information and BusinessProcess

Business Mgmt

Information Architecture 
CEO/CIO
Business Architecture
What new information will be needed in support of which business processes?
•
This diagram visualizes which
information is required in which
business process (based on
solutions in place)
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

18. Strategy Impact – Realign High Value Individuals
Information Flow Diagram: Information Flow 2012 – Strategy Impact

CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
How is the current state architecture impacted?
•
This diagram visualizes the directly affected systems and those, with
which the relevant systems have interfaces
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

19. Strategy Impact – Realign High Value Individuals
Business Support Map – Process & Org 2012 – Strategy Impact

Risk & Compliance Mgmt 
CEO/CIO
Information Architecture
Solution Architecture
How is the current state architecture impacted?
•
•
In the first step, the information systems relevant for current
strategies have been identified
Blue colored systems are relevant for “Realign High Value individuals
strategy
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20. Strategy Impact – Realign High Value Individuals
Information Flow Diagram: Information Flow 2012 – SOX Relevance
CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
How is the current state architecture impacted?
•
•
This diagram visualizes information systems that are relevant for
legal and regulatory compliance (SOX)
It is important to consider all the identified relevant systems while
estimating skills and efforts necessary for different project scenarios
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


21. Strategy Impact – Realign High Value Individuals
Cluster Diagram: Information Systems – Current/Planned

CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
How is the current state architecture impacted?
What information currently exists and can be leveraged?
•
•
•
•
Affected information systems
Affected business processes
Affected business units
Affected information objects
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

22. Strategy Impact – Realign High Value Individuals
Current/Planned Technologies – Required Skills

CEO/CIO
Technologies already in place or scheduled

Technology Architecture 
Solution Architecture 
IT Management
Technologies to be used in the planned or target solutions
Understanding what business and information changes are required, what are
the new technologies which must be acquired?
What is the impact to technology roadmaps?
Are the IT skills required to implement the solutions in place? If not, what new skills will be required?
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23. Strategy Impact – Realign High Value Individuals
Affected Information Systems

CEO/CIO
IT Management
Business Architecture
Solution Architecture
How is the current state architecture impacted?
•
•
•
IT initiative Realign High Value Individuals has been configured
All identified affected systems have been allocated
Strategic Importance and Business Criticality is known
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24. Scenario

1. CEO and Sr. Mgmt are being presented with an impact analysis of the
strategic decision.

2. Chief Architect uses the system to demonstrate how the strategic
decision is linked with the current business strategy.

3. Any discrepancies in the linkage are noted and explained.

4. Overall impact of strategic decision and specifically costs and level of
effort (time and resources required).

5. Specific impacts:

How is the current state architecture impacted?

How is the future state architecture impacted?

What is required to make the changes to the future state architecture?

6. Three potential scenarios for a future state architecture with comparison.

7. Stakeholder concerns are addressed.

8. There is enough information to make the strategic business decision.
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25. IT Response to the New Business Strategy
IT initiative – Realign High Value Individuals

Risk & Compliance Mgmt 
CEO/CIO
The following solution scenarios have been defined
Information Architecture

S1 Consolidate CRM and Product Management Systems

S2 Consolidate CRM Only

S3 Consolidate Product Management Only

S4 Improve AS-IS
Solution Architecture
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What new solutions are required to meet the strategic decision?
© 2013 SMART 360° Biz
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26. IT Response to the New Business Strategy
S1 Consolidate Customer and Product Management Systems

CEO/CIO
What new solutions are required to meet the strategic decision?
Risk & Compliance Mgmt
What solutions will now need to be retired?
Information Architecture
How is the future state architecture impacted?
•
•
In this scenario, country specific CRM and Product Management
systems are consolidated to CRM Salesforce and ProdCore
information systems
The diagram also shows systems that will remain (Murex) and those,
which are already scheduled to be replaced (FIZ VaR)
Solution Architecture
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27. IT Response to the New Business Strategy
S1 Consolidate Customer and Product Management Systems

CEO/CIO
What new solutions are required to meet the strategic decision?
Risk & Compliance Mgmt
What solutions will now need to be retired?
Technology Architecture
How is the future state architecture impacted?
Solution Architecture
•
•
In this scenario, country specific CRM and Product Management
systems are consolidated to CRM Salesforce and ProdCore
information systems
The diagram also shows systems that will remain (Murex) and those,
which are already scheduled to be replaced (FIZ VaR)
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


28. IT Response to the New Business Strategy
S2 Consolidate Customer Management Systems Only

CEO/CIO
What new solutions are required to meet the strategic decision?
Risk & Compliance Mgmt
What solutions will now need to be retired?
Information Architecture
How is the future state architecture impacted?
•
•
•
In this scenario, only the country specific CRM systems are
consolidated to the new CRM Salesforce information system
Country specific Product Management systems are only improved
and migrated to the target releases
The diagram also shows systems that will remain (Murex) and those,
which are already scheduled to be replaced (FIZ VaR)
Solution Architecture
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29. IT Response to the New Business Strategy
S3 Consolidate Product Management Systems Only

CEO/CIO
What new solutions are required to meet the strategic decision?
Risk & Compliance Mgmt
What solutions will now need to be retired?
Information Architecture
How is the future state architecture impacted?
•
•
•
In this scenario, only the country specific Product Management
systems are consolidated to the new ProdCore system
Country specific CRM systems are only improved and migrated to
the target releases
The diagram also shows systems that will remain (Murex) and those,
which are already scheduled to be replaced (FIZ VaR)
Solution Architecture
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30. IT Response to the New Business Strategy
S4 Improve AS-IS

CEO/CIO
What new solutions are required to meet the strategic decision?
Risk & Compliance Mgmt
What solutions will now need to be retired?
Information Architecture
How is the future state architecture impacted?
•
•
In this scenario, the country specific information systems are
improved and migrated to the target releases
The diagram also shows systems that will remain (Murex) and those,
which are already scheduled to be replaced (FIZ VaR)
Solution Architecture
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31. Scenario Evaluation
Spreadsheet Report (Projects): Resource Demand [PD]

Risk & Compliance Mgmt 
CEO/CIO
Information Architecture
Solution Architecture
Are the IT skills required to implement the solutions in place? If not, what new skills will be required?
SOX expertise must be
acquired as it is not in place in
the current IT organization
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32. Scenario

1. CEO and Sr. Mgmt are being presented with an impact analysis of the
strategic decision.

2. Chief Architect uses the system to demonstrate how the strategic
decision is linked with the current business strategy.

3. Any discrepancies in the linkage are noted and explained.

4. Overall impact of strategic decision and specifically costs and level of
effort (time and resources required).

5. Specific impacts:

How is the current state architecture impacted?

How is the future state architecture impacted?

What is required to make the changes to the future state architecture?

6. Three potential scenarios for a future state architecture with comparison.

7. Stakeholder concerns are addressed.

8. There is enough information to make the strategic business decision.
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© 2013 SMART 360° Biz

33. IT Response to the New Business Strategy
S1 Consolidate Customer and Product Management Systems

Risk & Compliance Mgmt 
Information Architecture 
Solution Architecture

CEO/CIO
Status based
SOX relevance based
What new solutions are required to meet the strategic decision?
What solutions will now need to be retired?
How is the future state architecture impacted?
What is to consider to meet legal and regulatory requirements?
•
Skills are necessary and efforts must be scheduled to ensure the
legal and regulatory compliance (SOX)
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© 2013 SMART 360° Biz

34. IT Response to the New Business Strategy
S3 Consolidate Product Management Systems Only

Risk & Compliance Mgmt 
Information Architecture 
Solution Architecture

CEO/CIO
Status based
SOX relevance based
What new solutions are required to meet the strategic decision?
What solutions will now need to be retired?
How is the future state architecture impacted?
What is to consider to meet legal and regulatory requirements?
•
Skills are necessary and efforts must be scheduled to ensure the
legal and regulatory compliance (SOX)
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© 2013 SMART 360° Biz

35. Scenario

1. CEO and Sr. Mgmt are being presented with an impact analysis of the
strategic decision.

2. Chief Architect uses the system to demonstrate how the strategic
decision is linked with the current business strategy.

3. Any discrepancies in the linkage are noted and explained.

4. Overall impact of strategic decision and specifically costs and level of
effort (time and resources required).

5. Specific impacts:

How is the current state architecture impacted?

How is the future state architecture impacted?

What is required to make the changes to the future state architecture?

6. Three potential scenarios for a future state architecture with comparison.

7. Stakeholder concerns are addressed.

8. There is enough information to make the strategic business decision.
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36. Scenario Evaluation to make business decision
Portfolio: Scenarios with Benefits, Costs and Risk (Color)
Scenario 1: the
highest benefits but
also considerable
costs and high risks
CEO/CIO
Senior Business Mgmt
Scenario 3: although,
benefits not that high,
costs are lower and first of
all risks are much lower.
Scenarios below this
line have negative
Cost/Benefit ratio
Our champion to recommend:
Scenario 3: “Consolidate Product Management Only”
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

37. Capability Mapping
Compare Scenarios based on skills required
 Based
on stacked Bar-Chart, enable effort and skill comparison
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38. Agenda

Background and Approach

Scenario Walkthrough

Scenario Evaluation
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