BUSINESS CAPABILITY MODELLING AND STRATEGIC INVESTMENT PLANNING

Transcription

1 1 An approach to improving capability maturity

2 2 WHO AM I? Business Architect, IP Australia Passionate about o Business design o Strategic planning o Outback Australia o Motorcycles

3 3 WHAT DOES IP AUSTRALIA DO? Administers the Australian patent, trade mark, design and plant breeders right systems Established in 1904 Approximately 1,100 staff, predominantly located in Canberra and Melbourne and 300+ nationwide teleworkers o Around 50% are highly qualified examiners (assessors of IP application validity)

4 4 Market IP creators (AU and worldwide) Value experience Exclusive use rights Products Benefits Alternatives Patents/TMs/ Designs/ PBRs IP ROI Trade secrets/ common law IPA VALUE PROPOSITIONS IP Rights Market Value experience Products Benefits Alternatives IP info consumers Innovation info IP Discovery products Innovation drivers Non-IP info/ non AU IP info IP Info

5 5 IPA S EA TEAM Been around since 2011 Comprises following architect roles o Chief o Business o Information o Enterprise Solution o Technology o Security

6 6 EA ROLES

7 7 EA AND STRATEGY Strategy Enterprise Architecture Business Reality

8 Strategy 8 EA AND STRATEGY Objectives are what needs to be achieved Must be prioritised Must be measurable Delivery Strategies are how the Objectives will be achieved Specific statements of approaches Must be traceable to Strategic Objectives Will enable definition of initiatives required Vision Mission Values Goals Strategic Objectives Delivery Strategies Capability assessment plays a role here: Takes into account current and target states Capability Roadmap Enterprise Architecture Delivery (Projects and Operations)

9 WHAT ARE CAPABILITIES? Objective What do we need to achieve our objectives? 9

10 10 WHY A APPROACH? When a capability is up to scratch we can achieve our objectives (but let s not get carried away ) Current State When a capability is not up to scratch objectives will not be achieved Target State

11 IPA Business Capability Model 11 IPA MODEL

12 12 IPA MODEL Hierarchical arrangement drill down to more detail Level 1: o IP Rights Management o IP Discovery o Information Sharing o Channels o Stakeholder Management o Outcome Improvement o Enterprise Management o Business Solution Management o Business Enablers

13 Core business examples 13 Level 1 IP Rights Management Details IP Australia's key contribution to its outcome under the Portfolio Budget Statements is the administration of the IP rights systems (see Program 1.1). The capability centres around the registration of valid IP rights, so that the IP right system functions efficiently and effectively. The determination of the validity of an IP right application uses specialist IP right examination skills. These are supported by skilled clerical capabilities, which administer IP rights from application through their lifecycle to their ceasing. MODEL DETAIL

14 Core business examples 14 Level 2 IP Right Examination Details IP Right Examination aims to form an opinion regarding the validity of all patent, trade mark, design and PBR applications and thus the suitability of the applications for registration as IP rights. Examination is carried out by a skilled group of IP Australia staff who are mainly located in Canberra, with a hub in Melbourne. These examiners are highly trained in the relevant aspects of IP law, including construing specifications and carrying out searches of IP right and other databases. Searching is a capability in its own right, although it is critical to many forms of examination. MODEL DETAIL

15 Core business examples 15 Level 3 Opinion Management Details When an examiner has examined an IP right application they will form an opinion as to its validity. The opinion will generally be recorded as a report and stored as part of the IP right record. The opinion represents the culmination of the IP Analysis and IP Discovery activities and amounts to a structured and formatted report which is sent to the applicant. The opinion will either find no reason why the IP application cannot be accepted, in which case a clear report will be created, or that there are lawful grounds for objection to the application. In the latter case, an adverse opinion is formed. MODEL DETAIL

16 Business enablers 16 MODEL DETAIL Enablers are capabilities that are used across the business used by other capabilities Often implemented as a business service Document Generation Details Document generation provides channel independent capabilities related to content capture, rendering and formatting documents to customers and partners. Documents in this context cover ALL forms of non-interactive communication. Specifically it covers unstructured correspondence, like letters, education material, etc, and structured correspondence, like pre-populated forms, contracts etc.

17 A Communications Tool 17 HOW IS THE BCM USED? A common reference artefact to use between Business and ICT to communicate with each other. A common reference artefact for all to understand what capability we require. A tool for publicising change. What capabilities are in scope for the IP Modernisation Program?

18 An Inventory Catalogue 18 HOW IS THE BCM USED? Like any map, it is an index to assets and information. What ICT systems support Business capability X? How many people support Business capability Y? How much money do we spend on capability Z?

19 19 An Planning Tool - For Gap analysis HOW IS THE BCM USED? Which capabilities light up when a patent application is filed? Which capabilities are not up to scratch in light of objectives?

20 Strategic Investment Planning Process 20 Inputs Strategic objectives Good ideas IPA MODEL External drivers Determine capability impacts Roadmap Design (EA Board) Derive capability maturity gaps Investment Committee Design gap closing initiatives Develop Roadmap Derive portfolio Define business cases Assess and approve business cases Finalise Investment Plan

21 21 Each capability maturity-assessed according to a 5 level model MATURITY LEVELS New Identified Isolated Integrated 5 Intrinsic

22 22 MATURITY DIMENSIONS Maturity is assessed against these dimensions Descriptions for Level 5 below - other levels have their own descriptions Maturity Level 5 Intrinsic Attribute Description Capability is intrinsic to the organisation and can be exploited as a core competency whenever or wherever this is required. The capability is fully aligned with strategic objectives. The capability has been fully optimised for current operations and is easily extensible to achieve future strategic objectives. People Quality Staff are recognised as leaders in their field Quality is an intrinsic part of business processes and information management Process Information Technology Processes are fully optimised; process automation is provided to the extent practicable Information structure is optimised to maximise its potential; this is fully exploited internally and sharing with partners is a feature ICT solutions are optimised with low TCO and outstanding quality attributes with SOA implementations a feature

23 23 Current and target states for capability maturities can be represented graphically MATURITY ASSESSMENT EXAMPLE Determined in light of objectives

24 24 Some approaches o Survey capability owners and other stakeholders o Develop strawman position and utilise business reps sitting on EA Board DETERMINATION OF MATURITY LEVELS

25 Strategy 25 IPA STRATEGY FRAMEWORK RECAP Objectives defined and prioritised Capability maturity gaps assessed Define and sequence gapclosing initiatives Vision Mission Values Goals Strategic Objectives Delivery Strategies Capability Roadmap Enterprise Architecture Delivery (Projects and Operations)

26 26 INITIATIVE DESIGN Where a maturity gap is identified define an initiative that will address this and allow the objective to be achieved Initiatives are then organised via the Capability Roadmap

27 In this view Capability Roadmap initiatives are mapped to Objectives and Goals Goal Objectives Sharing and collaboration used to reduce workload and increase consistency Modernise IP Rights Management Processes automated where cost effective Standards and legislation kept up to date to meet changing customer expectations 27 ROADMAP Initiatives by fin year SEM with New Zealand Extend WIPO CASE 2015/16 Replace Trade Mark Admin Systems PatAdmin Data Migration Investigate Support for Colour Drawings Extend Digital Registers Reciprocal Granting and Registration 2016/17 Replace Patents Admin Systems Improve Collaboration on IP Processing IP Right Search Conversion Tool Language Translation Strategy 2017/18 Replace PBR Admin Systems Replace INTESS Redevelop Procedure Manuals

28 28 Gantt style view o Factor in dependencies o Feed into investment planning process ROADMAP ANOTHER VIEW

29 Strategic Investment Planning Process - recap 29 Inputs Strategic objectives Good ideas IPA MODEL External drivers Determine capability impacts Roadmap Design (EA Board) Derive capability maturity gaps Investment Committee Design gap closing initiatives Develop Roadmap Derive portfolio Define business cases Assess and approve business cases Finalise Investment Plan

30 MONITOR AND REVIEW Review Plan Review capability planning in light of delivery and performance Feed Capability Roadmap into Investment Plan/ Delivery Program Deliver 30 Disruptors Factor in any disruptors Run Delivery Program Monitor delivery and ongoing performance (eg. project reporting) Monitor Also monitor business environment

31 REPORTING UPWARDS Regular report of progress in capability improvement to Investment Committee 31

32 32 AND IF ALL GOES TO PLAN We can achieve our objectives and reap the benefits!

33 (9am 5pm) Ipaustralia.gov.au IPAustralia ip-australia IPAustralia