Page 1
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 31
FINAL v1.0.1 –October , 2013
PRESENTED BY:
Craig Martin -Chief Architect,
Enterprise Architects
An introduction into the PEOPLE aspects of
designing a business
Customer and Employee
BRINGING ARCHITECTURE
THINKING TO THE PEOPLE
Page 2
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 32
EA is a leading international provider of strategy
and architecture services and capabilities
Championing Practice Awareness in
the Community
• Chief Architect / CTO Round Tables
• Virtual Teaming & Practitioner
Collaboration
• Open Group Participation
• Industry Engagement
Lifetime Relationship with Practising
Architects
• Practitioner career lifecycle
management
• Architecture training and certification
• Professional development
• Community involvement
• PAYG payroll services
• Learning forums
Skills Uplift for Organisations &
Individuals
• TOGAF® 9.1 Certification
• ArchiMate® 2.0
• Advanced / Applied EA
• Business Architecture
• Information Governance
• Solution Architecture
• BPMN
Strategic Relationship With
Corporate Clients
• Strategy & Architecture Capability
Improvement
• The delivery of strategic architecture
outcomes
• Architecture delivery Accelerator
Frameworks
• Resourcing & Talent
• Managed Services
Learning
Services
Architect
Services
Thought
Leadership
Enterprise
Services
Page 3
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 33
Consumers of Architecture, by Industry
BANKING & FINANCE
TELECOMMUNICATIONS
IT VENDOR ORGANISATIONS
CONSULTING
HEALTHCARE
GOVERNMENT
& DEFENCE
ENERGY &
RESOURCES
LOGISITICSEDUCATION1
3
2
4
5
6
7 89
The size of the image demonstrates the sum of spend on Architecture for each industry. Source: Enterprise Architects
Page 4
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 34
Utility
(Foundation)
Innovate
Build Advantages
Assemble
Prolong
Advantages
Mix
Reduce
Disadvantages
What's business about?D
IFF
ER
EN
TIA
TIO
NThe Building Block Analogy
Page 5
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 35
The goal of a good business
model is to address the
advantages and disadvantages
in a coherent manner
The Environment
The Business Model
Market
Model
Products
and Service
Model
Operating
Model
Markets
Industries
Customers
Market Segment
Channels
Customer
Relationships
Value Proposition
Offering: Products /
Services
Capabilities
Processes / Value
Chains
Business Services
Functions
Data
Applications
Technology
Page 6
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 36
Finding the Right Business Mixes This entails having a clear understanding of the activities required to move from the mystery
space to the algorithm space
Unresolved
Business
Challenges
Rules of thumb
Robust,
repeatable and
replicable
formulas &
processes
Ultimately all innovative
algorithms will become utility.
* From Roger Martin (2009) The Design of Business
Page 7
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 37
ANALYTICAL THINKING
INTUITIVETHINKING
* From Roger Martin (2009) The Design of Business
GOAL: Reliably produce
consistent, predictable
outcomes
GOAL: Produce outcomes that meet desired objectives
Coherency requires a balance of goals and
thinking typesThe Challenge is identifying the right skills in the organization that are able to traverse the domains of
innovative intuitive thinking, and reliable analytical thinking .
INVESTMENT
TYPICALLY GOES
HERE
NPV
EVA
Operation Management
Quality Management
Corporate Governance
Enterprise Patterns
Portfolio Analysis
IT Governance
Value Engineering
PRINCE2
Six Sigma & Loan
Business Intelligence
Strategic Traceability
Financial Modelling
Innovation Management
Business Analysis
Data visualisation
Talent Management
System Thinking
Mission
Business Model Design
Stakeholder Value
TOGAF
Cost Engineering
Solution Architecture
Knowledge Ecosystem
Six Thinking Hats
Collective Intelligence
Gamification
Crowdsourcing
Change Management
Perception Management
Wicked Problems
Environmental Scanning
Brand Management
Integrative Thinking Goals
Capability
Five Forces
Root Cause Analysis
Product Management
Search for “The EA
Headspace”
Page 8
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 38
Who is best qualified to operate here?
ANALYTICAL
THINKING
INTUITIVE
THINKING
* From Roger Martin (2009) The Design of Business
GOAL: Reliably produce
consistent, predictable
outcomes
GOAL: Produce outcomes
that meet desired
objectives
Certain business disciplines are required to reduce
the time to codifyKey disciplines are required to reduce the time taken to move unresolved business challenges into
reliable and repeatable processes
SHOULD INVESTMENT GO HERE
AND WHO IS QUALIFIED TO
OPERATE HERE?
Unresolved
Business
Challenges
Rules of
thumb
Robust, repeatable
and replicable
processes
Search for
“The EA Headspace”
Page 9
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 39
D
INTUITIVE
THINKING
ANALYTICAL
THINKING
RULES OF
THUMB
The speed of business change requires a discipline that is able to use
the heuristics effectively in order to achieve the desired outcomes
The Environment
The Business Model
Market
Model
Products and
Service
Model
Operating
Model
Markets
Industries
Customers
Market Segment
Channels
Customer
Relationships
Value Proposition
Offering: Products /
Services
Capabilities
Processes / Value
Chains
Business Services
Functions
Data
Applications
Technology
Robust, repeatable and replicable processes
Unresolved Business Challenges
Mystery Mystery Mystery
Innovation
Heuristics
Assembly
Heuristics
Mixing
Heuristics
Utility
(Foundation)
Page 10
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 310
The Focus is Moving UpwardsWhat we are finding is that business challenges are moving further up the knowledge funnel. The lower
levels are becoming commoditised rapidly and the challenge is for those who can find value in mixing the
chunks further up the knowledge funnel
* From Roger Martin (2009) The Design of Business
› Process Improvement
› BPM
› Automation. Modules. Components
› Value Stream and Cross Functional
Capabilities
› Capability Based Planning
› Optimal Mixes of Resources
› Business Model Innovation
› Business Model Disruption
› M&A
PROCEDURAL
INSTRUCTION SETS
(Fine grained & atomic
problems)
COMPLEX AND DYNAMIC
(Coarse Grained Composite
problems)
Agility
favours those
who find the
best
heuristics
Page 11
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 311
The Environment
The Business Model
Market Model
Products and
Service Model
Operating
Model
Markets
Industries
Customers
Market Segment
Channels
Customer Relationships
Value Proposition
Offering: Products /
Services
Capabilities
Processes / Value
Chains
Business Services
Functions
Data
Applications
Technology
What we have found in large accountsLines of responsibility around cohesion and business architecture, are often unclear
Fu
nct
ion
al
Cap
ab
ilit
ies
Cro
ss-F
un
ctio
nal
Cap
ab
ilit
ies
En
terp
rise
Co
here
ncy
Cap
ab
ilit
ies
Strategic
Architecture
Mandate –
Business
Ownership
IT Architecture
Mandate –
IT Ownership
Business
Architecture
Mandate
Undefined
Cohesion Mandate
Undefined - Enterprise Planning Ownership
Page 12
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 312
Capability driven
› Capability driven architectures are designed to support the strategic objectives of an organisation
› Capabilities consist of people, process and technology
› To fully understand a capability the three components exists regardless of their maturity level
One of the means to drive out coherency is through capability based planning
Capability based
planning is one of
the tools that looks
at the best “mix” of
resources required
to develop this
cohesion
Mission
Strategies
Tactics
Vision
Goals
Objectives
Outcome
CAPABILITY
People
Process
Tools
Page 13
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 313
Capability Based Planning
The focus of current capability based planning efforts is still heavily tilted towards
technology and tools. This is often drive by the architecture mandate
CAPABILITY
People
Process
Tools Yes
Maybe
No
Umm..?
Page 14
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 314
Designing for People
Business
Behaviour
Employee
Behaviour
Customer
Behaviour
People & behavioural capability required to deliver
the motivation and experience
Customer behaviour required to meet
objectives
Organizational “behaviour” required to address the
business motivation
Business
Motivation
Market Insight and strategic intention
Page 15
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 315
Business Motivation
The motivation aspects need to be identified in order to understand the people
resource of the capability landscape
*Adapted from business motivation model - OMG
Leve
rs
TACTICAL
STRATEGIC
VISIONARYMission
Strategies
Tactics
Vision
Goals
Objectives
MEANS END
Dri
vers
Page 16
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 316
Business Motivation: The Business Motivation Model
Brings ConsistencyThe language of strategic planning is often inconsistent – The BMM provides a Consistent Language at
the motivation level
Mission
Strategies
Tactics
Vision
Goals
Objectives
A statement describing the aims,
values and overall plan of an
organisation.
e.g. “To be the leading creator and
protector of wealth.”
A Course of Action that channels
efforts towards objectives
e.g. “Call first-time customers
personally”
The strategic plan.
e.g. “Defend our current customer
base to reduce churn and increase
repeat business”
A concise statement of a desired
change.
e.g. “To be the leading provider of
wealth management services in our
major target markets within the next
5 years.”
The outcome of projects improving
capabilities, process, assets, etc.
e.g. “Develop an operational customer
call centre by June 30, 2015.
What the plan will achieve.
e.g. “Improve customer satisfaction
(over the next five years)”
*Adapted from business motivation model - OMG
“The BMM is a technique in which one determines an ultimate goal and determines
the best strategy for attaining the goal in the current situation”
Page 17
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 317
Business Motivation: From Values to
PrinciplesCultural Aspects are identified through the business motivation model
Mission
Strategies
Tactics
Vision
Goals
Objectives
VALUES
PRINCIPLES
CULTURE
Important and lasting beliefs or
ideals shared by
the members of a culture.
Principles are general rules and
guidelines, intended to be
enduring and seldom amended,
that inform and support the
way in which an organization
sets about fulfilling its mission.
The values and behaviours that
contribute to the unique social
and psychological environment
of an organization.
Page 18
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 318
Business Motivation: Understanding Business
Motivation & BehaviourThe architecture discipline seeks to ultimately align motivation with business
behaviour
BUSINESS MOTIVATION MODEL
BUSINESS ANCHOR MODEL
Mission
Strategies
Tactics
Vision
Goals
Objectives
VALUES
PRINCIPLES
CULTURE
Page 19
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 319
Business Motivation: Model ExampleThis is an example completed version of a business motivation model
EA’s
standard
structure
for a BMM
Page 20
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 320
Business Behaviour
Business behaviour is represented by the various aspects of the business model
Page 21
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 321
Business Behaviour: Example
› To transition the leadership culture from an operational delivery model based on loyalty and compliance to one of empowerment, excellence & innovation as a way of achieving excellence in customer service.
› Dual challenges of standardization, productivity and conformity (supported by a command and control structure) and “employee –profit” chain (supported by an inspiring business leadership)
› Relatively low level of skill required with high labour intensity at the bottom of the pyramid.
› 60-70% of the employees have direct customer interface and there is no substitute to personalized service, relationship and loyalty increasing a differentiator
› Repetitive nature of work leading to stress
Hospitality
Page 22
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 322
Business Behaviour: The Business Anchor
ModelThe Anchor Model is the “Map of the City”
Page 23
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 323
Business Behaviour: Capability drives out
the outcomes of the motivation model
CAPABILITY
People
Process
Tools
Outcome
Page 24
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 324
Business Behaviour: Capability can be a
complex business abstraction
Page 25
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 325
Business Behaviour: Key Aspect of Capability
is the PEOPLE Resource
Page 26
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 326
Designing for People
Employee
Behaviour
Customer
Behaviour
People & behavioural capability required to deliver
the motivation and experience
Customer behaviour required to meet
objectives
Addressing the PEOPLE aspects has two lenses:• Customer/Citizen Focus• Employee Focus
Page 27
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 327
Customer Behaviour: Understand the Experience
Know your customer: The customer personas considered in scope of the review were High Volume, Low Volume and Ad-hoc groups
Customer interaction map : Customer Segment ABC
Sanitised
Page 28
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 328
Customer interaction map : Customer Segment ABC
Customer Behaviour: Understand Touchpoints -
Identify issues in the customer journeyMap the Customer personas into a customer interaction map to come up with the journey through the customer value chain & look for issues
Sanitised
Page 29
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 329
Customer Behaviour: Customers Drivers Across their
Journey
1. EPIC MEANING & CALLING - This is the Core Drive where a person
believes that he is doing something greater than himself or he was
“chosen” to be involved.
2. DEVELOPMENT & ACCOMPLISHMENT - This is the internal drive of
making progress, developing skills, and eventually overcoming
challenges.
3. EMPOWERMENT OF CREATIVITY & FEEDBACK - This is when users
are addicted to a creative process where they have to repeatedly
figure things out and try different combinations.
4. OWNERSHIP & POSSESSION - This is the drive to “want”
something.
5. SOCIAL INFLUENCE & RELATEDNESS - This drive incorporates all
the social elements that drive people – including: mentorship,
acceptance, social responses, companionship, as well
as competition and envy.
6. SCARCITY & IMPATIENCE - This is the drive of wanting something
because you can’t have it.
7. CURIOSITY & UNPREDICTABILITY - Generally, this is a harmless
drive of wanting to find out what actually happens.
8. LOSS & AVOIDANCE - This drive is based upon the avoidance of
something negative happening.
Measure Customer and Employee Drive across the journey
0
5
10
15
20
25
Meaning
Empowerment
Social Pressure
Unpredictability
Avoidance
Scarcity
Ownership
Accomplisment
Target Current *Octalysis
Page 30
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 330
Customer Behaviour: The customer value chain &
Emotional Drivers
Customer Outcome
Customer Expectations
Set-up Integrate OrderTrack
and TraceReceive Query
Customer interaction map : Customer Segment ABC
B C D E F G
Establishing my account is quick and
simple…
Integration is quick and easy, with the right
help available
Efficient, with choices that make it convenient
I know when the parcel will arrive
I can find out whether my items were
delivered;
I get a meaningful resolution to my
problem
“I want to set-up my account”“I want to get ready to send
parcels”“I want to send a shipment”
“I need to know when my items
will arrive”
“I want confirmation that my
items have arrived”
“Something has gone wrong
with my parcel delivery…”
In light of the touchpoints understand the customer value chain and their emotional drivers across the value chain
Page 31
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 331
Customer Behaviour: Understand the
Emotional Roller Coaster of your customersIncremental, significant or transformation changes required to improve the experience
Page 32
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 332
Business Behaviour meets Customer
BehaviourWhat Value Maps are now required to address the sub-optimal customer experience
What are the value maps required to deliver this outcome
Page 33
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 333
Business Behaviour meets Customer Behaviour
The use of the value stream or cross functional capability methods link the customer experience to
the business model and business behaviour
Standard functional capabilities can
be aligned to a value chain
Cross functional capabilities assemble and mix functional capabilities to
achieve outcomes in the value map or driver tree
Cross functional capabilities each drive out
different outcomes. Underlying functional
capabilities will have varying perspectives of
capability maturity and capability uplift
You can also use cross functional models as scenarios to
test the capability anchor model validity
Page 34
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 334
Business Behaviour meets Employee
BehaviourWhat people process and tools are required to address the gap
Page 35
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 335
Linking the Value Streams to the
Performance ModelUnderstanding value across the “value stream” helps focus Employee Behaviour
Sanitised
Page 36
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 336
Employee Behaviour: Focussing on the
Capability ResourcesThe Process Layer Plays a Strong Role in assembling capabilities for different outcomes
PROCESS
Sign Up & Integrate
CAPABILITY
20. Information Services Management
CAPABILITY
15. Sales Execution
PROCESS
A1. Explore and compare potential providers and
services
PROCESS
B2. Sign up and activate account
PROCESS
C3. Integrate my store with Australia Post’s API’s
precedes precedes precedes precedes
BUSINESS SERVICE
Customer Sales
Management
BUSINESS SERVICE
Partner Collaboration
PROCESS
C1. Receive information on how the systems and processes will work
PROCESS
C2. Install the necessary hardware / software on
my systems
is realized by
LOGICAL
APPLICATION COMP.
Customer Sales
Management
LOGICAL
APPLICATION COMP.
Enterprise Resource
Planning
LOGICAL
APPLICATION COMP.
Partner Collaboration
Management
LOGICAL
APPLICATION COMP.
Security Management
communicates with communicates with
communicates with
implements
is realized by
implements
ACTOR
Post Staff
DATA ENTITY
Sales Order
ACTOR
Post Staff
participates in participates in
is processed by
consumes
SAP - CRM SAP - ERP auspost.com.a
u
IAM - OIM
is processed by
ACTOR
Fiona
participates in
Customer
CAPABILITY
People
Process
Tools
Connecting these to projects provides valuable insight into coherency o the capex investment across the enterprise
Within each process flow, there are typically four to five capabilities that make up the process. These typically correspond to functional silos that complete each step.
Within each capability, the model identifies systems or applications that are used to execute the capability. This is where the model forms the alignment between business and IT.
Archimate Notation
Page 37
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 337
Employee BehaviourCapability is a complex topic required to address complex relationships
Page 38
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 338
Employee Behavior: Competency
Hard Skills Soft Skills
Behaviour
Indicators
Skilled
Overused
Un-Skilled
Competency
Performance
Criteria
Capability
OutcomesThe definition of competency varies depending upon which framework you use. Lominger
excludes hard skills from competency
Page 39
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 339
1. Business Motivation &
Behaviour: Business
capability model aligned
to value chain
aspirations.
2. Capability description
catalogue
3. Client Capability Model
with Strategic Priorities
Overlay
4. Client Practice Overlay
5. Client Organisation
Scope Overlay and
Competency Heatmap
6. Current assessment and
observations on people
competencies and
recommendations
Case Study Example Deliverables
Page 40
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 340
Phase 2Phase 1 Phase 3 Phase 4
Case Study: Approach
Establish Client Capability Model- Primary Reference Model
4
Client Strategy Documents - Vision
1
Stakeholder Interviews - Context & Behaviour descriptions
3
Interview Notes
Industry Reference Models - Content
2Capability Survey- Capability Gaps – People Focus7
Interpret Behaviour Descriptions to identify skilled, overused or unskilled competencies
5 Recommend Business, Operating and People Skills aligned to value chain
8
Developed Strategic Priorities & Practice Overlays
6Develop Reference Security Services Catalogue & Functional Role Overlay
9
Client Capability Review Report
Sanitised
Sanitised Sanitised
Page 41
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 341
Employee Behaviour
› If factors for job evaluation can be commoditised across organisations, why not the competencies?
› Total Suite of integrated Business/HR Tools including instruments for selection, Performance Management, Personal Development, Team Performance, Change Management and Succession Planning.
› Process allows organizations to select a set of Competencies (success profiles) that can be directly linked to improved Organizational Capability and Results.
› Competencies have been correlated and validated to Performance, Potential, Relationship Skills, Emotional Intelligence and Myers Briggs.
› 5. Competencies are weighed by difficulty to learn which has implications for both selection and the effort required to develop individuals.
› 6. Each competency has a set of practical remedies and assignments that can be included in a Personal Development Plan.
Using the Lominger framework
Dr Nisha Leena SinharoyEA Consultant and Team Lead
Page 42
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 342
Competency
Mapping
LOMINGER EXAMPLE:
PROBLEM SOLVING
COMPETENCY
UNSKILLED
› Not a disciplined problem solver; may be stuck in the past, wed to what worked before
› Has to rework the problem a second time
› May be a “fire-ready-aim” type
› May get impatient and jump to conclusions too soon
› May not stop to define and analyzethe problem; doesn’t look under rocks
› May have a set bag of tricks and pull unfit solutions from it
› May miss the complexity of the issue and force-fit it to what he or she is most comfortable with
› Unlikely to come up with the second and better solution, ask penetrating questions, or see hidden patterns
SKILLED
› Uses rigorous logic and methods to solve difficult problems with effective solutions
› Probes all fruitful sources for answers
› Sees hidden problems
› Is excellent at honest analysis
› Looks beyond the obvious and doesn’t stop at the first answers
OVERUSED
› May tend toward “analysis paralysis”
› May wait too long to come to a conclusion
› May not set analysis priorities
› May get hung up in the process and miss the big picture
› May make things overly complex
› May do too much of the analysis personally.
Page 43
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 343
Identifying competency uplifts includes understanding
implications of both strengths and challenges/gaps
…it is important to be mindful that the
competency does not become an Overused
Skilled*. In situations where a competency is
identified as an Overused Skill, compensating
competencies can support to balance the
behaviours
If a competency is a strength…
If a competency is a challenge or a gap…
…the key call out is that Unskilled* behaviours
are being demonstrated. Identifying substitute
competencies will assist in bridging the gap as
work is undertaken to develop the gap
* Overused skill & Unskilled are terms used in the Lominger Framework
Skilled behaviours• Has the functional and technical knowledge and skills to do the job at a high
level of accomplishment
• Is the ‘go-to’ person when problem solving functional/technical challenges
• Is considered the subject matter expert
Functional/
Technical Skills
The ability to explore new applications or enhancements
to assist staff and to provide better customer service
through technology while understanding the impact of
technological changes on the organisation
Overused Skill• May overdevelop or depend upon
technical and functional knowledge
• May use deep technical knowledge
and skills to avoid ambiguity and risk
• May be seen as too narrow in
approach when problem solving
Unskilled• Not up to functional or technical
proficiency
• May be stuck in past skills and
technologies
• Lack of detail orientation to go deep
• May not make the time to learn
Compensators:Creativity, Innovation
Management, Intellectual
Horsepower, Learning on the Fly,
Personal Learning. Perspective,
Problem Solving, Stranding
Alone, Strategic Agility
Substitutes:Business Acumen, Delegation,
Directing Others, Intellectual
Horsepower, Learning on the
Fly, Listening, Perspective,
Priority Setting, Technical
Learning
For example:
Using this approach, we identified compensators
(Competencies that counter balance overused skills) and
substitutes for the strengths, challenges and gaps identified
as a baseline of competency considerations. We also then
identified competency requirements in alignment with the
regional aspirations and functional requirements to
propose the following framework
The Lominger
Framework
recommends that
no more than 3
compensators or
substitutes are
identified for
development
Page 44
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 344
Employee Behaviour: Case Study
The more mature part of the industry views capability as people focussed
Sanitised
Page 45
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 345
Client Capability Model
Q1 Does your area have this
capability today?
Q2 Will your area require this
capability to meet growth
aspirations?
Q3 How would you rate people
competency currently?
Capability Survey
Team Scope Overlays & scope analysis
Team Competency Overlay& hotspot analysis
The scope of each
team’s capability and
the major gaps
and overlaps
Capabilities with people
competency hotspots
We asked… To understand…
Strategic Priority Overlay& priority analysisClient Plan-on-a-Page
SUPPORTING CAPABILITIESPRODUCT & SERVICE
STRATEGY SERVICE DESIGN SALES SERVICE TRANSITION SERVICE OPERATIONSCUSTOMER
MANAGEMENT
We mapped the 15 strategic priorities to capabilities…
Client Strategic Priorities Overlay
Baseline & People Assessment
Employee Behavior: Case Study. Mixing Views to Address
Competency
1
2
3
Sanitised
Sanitised
Sanitised
Sanitised
Sanitised Sanitised
Sanitised
Page 46
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 346
0
1
2
3
Pro
du
ct S
trat
egy
Man
agem
ent
Pro
du
ct In
nova
tio
n M
anag
em
ent
Pro
du
ct P
ort
folio
Man
age
men
t
Cu
sto
me
r In
sigh
t M
anag
emen
t
Serv
ice
Str
ate
gy M
anag
em
ent
Serv
ice
Inno
vati
on
Man
age
me
nt
Serv
ice
Po
rtfo
lio M
anag
em
ent
Serv
ice
Dem
and
Cre
atio
n
Solu
tio
n S
trat
egy
De
sign
co
ord
inat
ion
Solu
tio
n D
esig
n
Solu
tio
n In
tegr
atio
n
Solu
tio
n R
equ
irem
ents
Man
age
me
nt
Serv
ice
Lev
el D
esig
n
Off
er
De
velo
pm
ent
Mar
keti
ng
An
alys
is
Mar
keti
ng
Stra
tegy
Mar
keti
ng
Exe
cuti
on
Sale
s P
lan
nin
g
Sale
s R
ela
tio
nsh
ip M
anag
em
ent
Sale
s Ex
ecu
tion
Pri
cin
g an
d C
ont
ract
Man
agem
ent
Ch
ann
el S
trat
egy
& P
lan
ning
Ch
ann
el D
eve
lopm
ent
Ch
ann
el E
xecu
tio
n
De
man
d M
anag
em
ent
Re
sou
rce
Man
age
me
nt
Pro
gram
& P
roje
ct M
anag
em
ent
Re
qu
ire
me
nts
Man
age
men
t
Serv
ice
Des
ign
an
d B
uild
Man
agem
ent
Ch
ange
eva
luat
ion
Ch
ange
Man
age
me
nt
Re
leas
e &
dep
loym
ent
man
agem
ent
Serv
ice
ass
et
& c
on
figu
rati
on m
anag
emen
t
Serv
ice
val
idat
ion
& t
esti
ng
Re
sou
rce
Pro
visi
oni
ng
Re
sou
rce
Tro
ubl
e M
anag
em
ent
Re
sou
rce
Per
form
ance
Man
agem
ent
Re
sou
rce
Dat
a C
olle
ctio
n &
Dis
trib
uti
on
Inve
nto
ry M
anag
emen
t
War
eh
ou
se M
anag
em
ent
Dis
trib
uti
on
Man
age
men
t
Acc
ess
man
age
me
nt
Eve
nt
man
age
men
t
Inci
de
nt m
anag
emen
t
Pro
ble
m m
anag
em
ent
Re
qu
est
fulf
ilmen
t
IT S
erv
ice
Se
curi
ty M
anag
emen
t
IT S
erv
ice
Co
nti
nuit
y M
anag
emen
t
Serv
ice
Lev
el M
anag
emen
t
Cap
acit
y M
anag
em
ent
Ava
ilab
ilit
y M
anag
em
ent
Cu
sto
me
r R
ela
tio
nsh
ip M
anag
em
ent
Cu
sto
me
r Ex
per
ienc
e M
anag
em
ent
Cu
sto
me
r C
on
trac
t M
anag
em
ent
Cu
sto
me
r R
epo
rtin
g M
anag
em
ent
Cu
sto
me
r A
ccou
nti
ng M
anag
em
ent
Cu
sto
me
r In
form
atio
n M
anag
em
ent
Par
tne
r St
rate
gy M
anag
em
ent
Par
tne
r En
gage
men
t Man
age
me
nt
Par
tne
r R
ead
ines
s M
anag
em
ent
Par
tne
r R
eq
uisi
tio
n M
anag
emen
t
Par
tne
r P
robl
em M
anag
emen
t
Par
tne
r P
erf
orm
ance
Man
age
me
nt
Pra
ctic
e S
trat
egy
Bu
sin
ess
De
velo
pmen
t
Tech
no
logy
Insi
ght
Pra
ctic
e K
now
led
ge M
anag
em
ent
Co
nsu
ltin
g &
Ad
viso
ry
Bu
sin
ess
Man
age
me
nt &
Op
tim
isat
ion
Serv
ice
Impr
ove
me
nt
Pro
cess
Imp
rove
me
nt
Go
vern
ance
Man
age
men
t
Pro
cess
Co
ntr
ol M
anag
emen
t
Be
ne
fits
Man
age
men
t
Ris
k M
anag
em
en
t
Qu
alit
y M
anag
em
ent
Me
asu
res
and
Re
po
rtin
g M
anag
em
ent
aC
ENABLING CAPABILITIESPRODUCT & SERVICE
STRATEGYSERVICE DESIGN SALES SERVICE TRANSITION SERVICE OPERATIONS CUSTOMER
MANAGEMENT
Case Study: For most areas, people were challenged due
to process and resource constraints but still able to
perform
Pain point level by capability
Service strategy and offer creation operating almost in pilot stage – Client has intent to take
leadership and grow through Service Creation team and Practices1
Demand management for solutioning and delivery is responsive but tactical – increased
transparency and visibility of the sales pipeline would allow for proactive planning2
Many pain points raised across project, change, release and configuration management – the
PM competency underpins these other capabilities and work is being done to improve3
A lack of organization around supporting capabilities has lead to teams employing their own
processes, introduces inefficiency and varying levels of quality4
Observations and Insights
A review process and tool impacts and uplifts underway on capability will
support a refined and focused view of competency only hotspots
Mapping to capability model
* CDU not availableat time of print
3
4
3
2
1
Good
Average
Poor
Sanitised
Page 47
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 347
Case Study: Competencies to support a business adapting to
high volume of change and growth are recommended as a focus
• Business Acumen
• Perspective
• Priority Setting
• Global Business
Knowledge
• Cross-Cultural
Resourcefulness
• Non-Strategic
• Lack of Composure
• Customer Focus
• Drive for Results
• Learning on the Fly
• Dealing with Ambiguity
• Cross Cultural Agility
• Assignment Hardiness
• Humility
• Overdependence on a
Single Skill
• Performance Problems
• Poor Administrator
• Informing
• Interpersonally Savvy
• Managing Diversity
• Cross Cultural
Sensitivity
• Organizational
Positioning Skills
• Blocked Personal
Learner
• Unable to Adapt to
Differences
Business
Skills
Operating
Skills
People
Skills
Individual Management Career Blockers
Page 48
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 348
Case Study: Outcome › The outcome for Client was a competency framework to move from a product centric organization to a service
centric, customer intimate organization.
› We gave them the behaviour descriptions on what to aspire to in order to address their business motivations
› A people roadmap and change program was not delivered and would be the next phase
› Behaviour change aspects and design are also needed for the next phase ie. how do we AFFECT the behaviours of
the staff to move towards the future state ?
› What types of employee drivers do you want to address in moving from current to future capability improvement? -
Extrinsic vs. intrinsic motivators
Page 49
| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 349
Q&A