Architect Core Bus Ops 2014 Nov 18

Twin CitiesBusiness Architecture Forum

Cargill18 November 2014

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Architecting Core Business Operations1. Goals2. Results3. Start‐up4. Governance5. Business Model6. Value Stream7. Capability Maps8. Strategy Management9. Lessons Learned10. Innovation Drivers

Outline

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Context• Mid‐sized company• Retail / Supply Chain business• Master Data / SOA initiative under way• Needed insight into business processes• Selected for process reengineering expertise• Evolved into a broader Bus. Arch. Approach

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Enterprise Architecture

Business Architecture

Information Architecture

Application Architecture

Infrastructure Architecture

Solution Architecture

Conceptual Model

1. Initial Goals

Burning issues:• Understand business processes & constraints.• Improve business processes.• Prepare to replace old systems.

# BIZBOK Guide

3.4 Bus. Process Modeling & Mgmt.

Part 4 Bus. Arch. Scenarios

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2. Results

• Cross‐functional transparency / integration• Business engagement & empowerment• Process‐based continuous improvement culture• Rational, coherent organization changes• Accelerator for “to be” development

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3. Start‐up• Office• Team • Organization Diagram• Stakeholder Map• Floor plan• Tools

# BIZBOK Guide

2.3  Organization Map

3.8 Tooling Options

3.9 Maturity Model

Part 5 Knowledge Base

B. 2 Roles & Competencies

Key pointEmbedded with the business

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4. GovernanceExecutive 

Leadership Team

Business Architecture TeamBusiness Architect

Business Process SpecialistPrototyping Team

Process OwnersMiddle Mgmt.Supervisors

SMEs

• Direction• Prioritization• Signoff• Initiatives

• Research • Education • Modeling• Recommendations

• Direction / Vision• Prioritization• Signoff

• Ideation• Workshops• Reviews• Improvement

# BIZBOK Guide

3.2 Governance

• Crucial for:• Org. change mgmt.• Innovative change• Building trust

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5. Business Model

# BIZBOK Guide

3.3 Business Model

• Start point: High‐level business description• Is ‘dynamic’ • Useful for innovation / add value• Useful for global expansion 8

6. Value Map

# BIZBOK Guide

2.4 Value Map

• Surfaced key  opportunities, e.g. org rationalization.• Main challenges in value stream• Upstream/downstream insights• Start point for deriving Capabilities

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7. Capability Maps ‐ Example

# BIZBOK Guide

2.2 Capability Map

• Capabilities to Level 2 • Business perspective• Heat Maps• Competitive Differentiators

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• 3+ year Roadmap. Tasks and Metrics by Quarter for first 2 years.• Business Vision is directional & unconstrained = projections, prototypes, etc.• Future State is constrained (e.g. by investment decisions & capacities)• Roadmap is directionally aligned with Business vision & projections• Provides context for holistically integrated organization change management

VISIONFuture State

x-Year Strategic RoadmapCurrent State

8. Strategy Roadmap

• ‘To‐Be’: Ensure capabilities are future‐oriented!• Design out constraints and incorporate innovative best practices.

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SWOT Analysis

# BIZBOK Guide

2.1 Strategy Mapping

• Basic framework for strategic analysis prior to developing & prioritizing initiatives.• Input to Capability Gap Analysis & Heat Maps.

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Strategy Map

# BIZBOK Guide

2.1 Business Strategy Map

• Shows how cross‐functional Initiative support each other to drive results. • Input to capability linkages,strategic roadmap, & projectportfolio (PMO).

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Strategic Roadmap

• Strategic metrics (balanced scorecard)• Key initiatives (project portfolio management)• Shows what capabilities (or interim architectures) must be ready by when

• Strategy may be directive, emergent (innovative), or a blend.• Focus on outcomes, differentiators & ownership.

# BIZBOK Guide

2.1 Business Strategy Mapping

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Process

Information

Applications

Infrastructure

Solution Design & Implementation

Summary• Line‐of‐sight to business context

# BIZBOK Guide

6 Bus. Arch. & IT Arch. Alignment15

9. Lessons LearnedChallenges• Maintenance overhead• Entrenched thinking• IT Bottleneck• Metrics• Legacy platform / “Tribal”• ERP Risks• Staff Turnover• Turf issues • Mgmt. firefighting • Near‐term Vision• Process focus (not holistic)

Insights• 80% of time on Future State• ‘Just enough’ principle• Tailor and adapt (e.g. org. lifecycle)• Exec. Sponsorship / Governance• Change Mgmt: Engage (ongoing)• Research • Innovation Team• Straw models / Wireframes / Prototypes• Lean workshops• Agile development• Link to pain points• Link to differentiators• Link to critical metrics• Deliver value fast (ongoing)

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10. Innovation Drivers“Push factors” (Burning Platform)• Intolerable / Unacceptable Current State• Global tends (Global, mobile, social, data)• CompetitionProactive Innovation Strategy• Learning Organization (includes, but not limited to, ‘big‐data’)• Innovation Team (Prototyping team)• Customer complaints• Best Practice Gap Analysis (ERP Provider)• Research / Case Studies (e.g. HBR, Gartner, Gallup etc.)• Outside expertise for intractable problems• Improvement workshops with stretch goals (Kaizen events)• Rapid, trial‐&‐error experimentation  (Marketing / Pace layers)

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For more information contactWarwick Alcock at

[email protected]: 612.703.1123

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