Aligning Design with Business Architecture Creating the elusive 360 model of the business

Transcription

1 Aligning Design with Business Architecture Creating the elusive 360 model of the business Mike Clark, Business Designer

2 Traditional decision making environment

3 Traditional Business Focus Areas A focus on long term planning A need to understand the inner workings of the organisation Greater focus on business operations vs. customers Focused on delivering requirements vs. outcomes Return on investment is tied to the longer term plan Understand the key products of the organisation, and maximise the profit margin Focused on driving shareholder value, with limited complexity

4 How has Architecture responded?

5 Build a bridge between all business areas

6 Adopted a variety of frameworks Integrating the Federal EA Framework and Reference Models Security Architecture Departmental Crosscuts Systems Technical Operational Security Profile Strategy PRM Business BRM Information & Data DRM Applications & Services SRM Technology Infrastructure LOB & OA Mission Verticals TRM Common Operating Environment ENTERPRISE ARCHITECTURE - A FRAMEWORK TM PEOPLE MOTIVATION DATA FUNCTION NETWORK What How Where Who When Why TIME SCOPE List of Things Important to the Business (CONTEXTUAL) List of Processes the Business Performs List of Locations in which the Business Operates List of Organizations Important to the Business List of Events Significant to the Business List of Business Goals/Strat SCOPE (CONTEXTUAL) Planner ENTITY = Class of Business Thing Function = Class of Business Process Node = Major Business Location People = Major Organizations Time = Major Business Event Ends/Means=Major Bus. Goal/ Critical Success Factor Planner e.g. Semantic Model ENTERPRISE MODEL (CONCEPTUAL) e.g. Business Process Model e.g. Business Logistics System e.g. Work Flow Model e.g. Master Schedule e.g. Business Plan ENTERPRISE MODEL (CONCEPTUAL) Owner Ent = Business Entity Reln = Business Relationship Proc. = Business Process I/O = Business Resources Node = Business Location Link = Business Linkage People = Organization Unit Work = Work Product Time = Business Event Cycle = Business Cycle End = Business Objective Means = Business Strategy Owner SYSTEM MODEL (LOGICAL) e.g. Logical Data Model e.g. Application Architecture e.g. Distributed System Architecture e.g. Human Interface Architecture e.g. Processing Structure e.g., Business Rule Model SYSTEM MODEL (LOGICAL) Designer Ent = Data Entity Reln = Data Relationship Proc.= Application Function I/O = User Views Node = I/S Function (Processor, Storage, etc) Link = Line Characteristics People = Role Work = Deliverable Time = System Event Cycle = Processing Cycle End = Structural Assertion Means =Action Assertion Designer TECHNOLOGY MODEL (PHYSICAL) e.g. Physical Data Model e.g. System Design e.g. Technology Architecture e.g. Presentation Architecture e.g. Control Structure e.g. Rule Design TECHNOLOGY MODEL (PHYSICAL) Builder Ent = Segment/Table/etc. Reln = Pointer/Key/etc. Proc.= Computer Function I/O = Data Elements/Sets Node = Hardware/System Software Link = Line Specifications People = User Work = Screen Format Time = Execute Cycle = Component Cycle End = Condition Means = Action Builder DETAILED REPRESEN- TATIONS (OUT-OF- CONTEXT) e.g. Data Definition e.g. Program e.g. Network Architecture e.g. Security Architecture e.g. Timing Definition e.g. Rule Specification DETAILED REPRESEN- TATIONS (OUT-OF CONTEXT) Ent = Field Reln = Address Proc.= Language Stmt I/O = Control Block Node = Addresses Link = Protocols People = Identity Work = Job Time = Interrupt Cycle = Machine Cycle End = Sub-condition Means = Step Sub- Contractor Sub- Contractor FUNCTIONING ENTERPRISE e.g. DATA e.g. FUNCTION e.g. NETWORK e.g. ORGANIZATION e.g. SCHEDULE e.g. STRATEGY FUNCTIONING ENTERPRISE John A. Zachman, Zachman International (810)

7 Developed a toolbox of standards, methods and competencies

8 Built out the stock room of the business, which enables reuse, traceability and common language

9 Used the stock room to create integrated viewpoints

10 Enabled the organisation to build holistic views Enabling business planning teams & executive teams to build strategies with a clear view of horizontal business impacts Enabling the business to prioritise business and IT transformation programmes Enabling rapid impact analysis, providing transparency into complex business challenges that cross business units boundaries. Providing a common language across the wider organisation. Milan Guenther / Intersection

11 Seems sensible, but then things changed.

12

13 The customer is now almost part of the organisation, they have the power to make or break an organisation

14 A volatile, unpredictable economy, coupled with regulatory constraints are forcing organisations to change on a daily basis, whilst still trying to respond to customer needs

15 New Business Focus Areas A focus on short term adaptable planning, but still keeping a longer term view A need to understand the customer, and their needs, due to the power shift Greater focus on how the business is aligned to the customer needs Focused on delivering outcomes with a clear value Return on investment is aligned to every activity performed, and is realised almost daily Understand the key services, and products of the organisation, and maximise the customer experience Focused on driving many aspects of value i.e. customer, business, shareholder

16 Customer and their needs?

17 Work Needs Personal Needs The reason customers use our offerings, is to achieve needs in their lives. Without these needs, we would have no customers.

18 Customer as a person

19 Customer and their metrics Customers use a set of metrics (performance measure) to judge how well a need is being fulfilled and a how an offering performs

20 Customer interactions Customers are able to interact with the organisation through a variety of channels. In some cases the customer feels part of the organisation due to the vast amount of information now available.

21 Customer and their Brand Perceptions Customers now have so much choice, the brand message and customers perception of the organisation become more crucial

22 Organisation and the customer aligned?

23 Have we solved the customer challenge? Through all the efforts of architecture and standardisation, why do customers still feel frustrated?

24 The Gap

25 Thinking differently

26 Bringing Design into Architecture

27 Incorporating Design with architecture enables us to focus on the experience of the customer with an alignment to business delivery. By designing the business around the experience (instead of the experience around the business) you create a more customer focused organisation.

28 The customer is brought into architecture

29 A gap will be filled Full outside in and inside out alignment

30 Achieve Full Impact Analysis We start to understand what channels customers use across their lifecycle and what the impacts of a change would be

31 Creation of a new approach Mike Clark 2013

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33 We create a standard view of customer

34 The New Model Mike Clark & Nick Malik 2013

35 New Viewpoints Mike Clark & Milan Guenther 2013

36 We start to focus on outcomes

37 Customer desired outcomes

38 Business implementation of outcomes

39 Benefits realisation

40 We adopt a new approach to change

41 We start to focus on the needs the business serves, and how they serve them

42 We can then think about the ends and means (products, pricing and channels) and how they effect the offerings

43 Then consider how the business builds its offerings (capabilities product bundling and including regulatory aspects)

44 Finally consider how the business will grow (focus on the end in mind)

45 The benefits

46 Customer needs consistently aligned to the delivery Needs/design Deliver/Manage By understanding the tasks our customer performs we are able to align these to the various offerings and capabilities the business requires to put in place to enable the customer needs

47 The business is designed around the experience Milan Guenther / Intersection Being able to align the customer needs with the business delivery ensures that customers get what they want

48 What else is in it for you? Full Outside in and Inside out alignment Architecture rigor to customer design Focused marketing, targeting the right customers, through the right channels Architecture aligned to the experience ensures the business model is designed around the customer. Business change focused on the customer experience, and service delivery Creates a solid brand message, enhancing the sale of existing, and new offerings Creates a fully adaptable 360 integrated model of the business, which enables impact assessments Drive offering driven strategies, which are centered around the needs of people

49 Ready to take the first step?

50 Thank you

51 Mike Clark Business Designer Independent uk.linkedin.com/in/michaelclark01