Business Blueprinting Realising the Business Vision Agenda
Business Change
Business Risk
Business Pitfalls
Business Capabilities
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
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Business Change The Change Imperative Change Drivers
Heightened competition
Increased buyer power
Squeezed profit margins
'Fast-follower' strategies
Technological advances
Regulatory evolution
etc.
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
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Business Scenarios Reconfiguring the Enterprise Business Triggers
Start-up & joint-venture
Growth & diversification
Mergers & acquisition
Corporate restructuring
Outsourcing & insourcing
Operations rationalisation
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
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Business Risk Betting the Firm Risk Drivers
70% change failure rate
Only 1 in 20 realise value
Cost: financial + credibility
Problem of implementation
Failure to 'anchor' initiatives
Lack of architecture/design
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
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Business Solution Business Blueprinting Proposition
From current to target state
Guided/controlled transition
Predictable business outcomes
Empowered design authority
“Joined-up” development
From drivers to deliverables
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
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Business Pitfalls Catalogue Lack of business direction
Lack of business foundations
Inadequate decision-making
Inadequate business design
Operational misalignment
Operational mistranslation
Poor development management
Poor development governance
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
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Business Capabilities Portfolio
Strategy
Architecture
Decisioning
Design
Alignment
Realisation
Management
Governance
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
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Lack of Direction A strategic vacuum Points of Failure
Absence of a business vision
Inadequate terms of reference
Inability to properly scope
Omission of a route map
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
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Business Strategy From drivers to guidelines Elements
Visioning
Steering
Scoping
Planning
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
9
Lack of Foundations Building on quicksand Points of Failure
Jumping straight from strategy into execution Missing out the underlying business model Absence of holistic view: design 'fragmentation'
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
10
Business Architecture Architectural framework Elements
Segmentation
Partitioning
Levelling
Integration
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
11
Inadequate Decision-Making Making it up as we go along Points of Failure
No transparency or traceability of decision-making Decisions taken 'on-the-fly' without effective governance Tactical decision-making in place of strategic D-M Decisions by junior personnel have strategic repercussions
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
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Business Decisioning Decision-making framework Elements
Definition
Formation
Composition
Attribution
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
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Inadequate Design Design by default Points of Failure
No real business design
Only business analysis
(& low-level process design)
But plenty of IT design!
Development becomes IT-led
'Requirements' trump 'Vision'
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
14
Business Design Generating the operating model Elements
Specification
Configuration
Orchestration
Association
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
15
Operational Misalignment The wrong trajectory Points of Failure
Business Drivers superceded by Business Requirements No on-going referral back to Business Vision & Strategy Business Case becomes 'shelf-ware' and ignored Lack of rigorous, on-going Business Benefits tracking
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
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Business Alignment Evaluating the operating model Elements
Strategic Fit
Architectural Compliance
Operational Performance
Financial Justification
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
17
Operational Mistranslation Developmental disconnect Points of Failure
Business Architecture trails portfolio/programme formation Disconnect between Business Design and delivery projects Operating Model Deltas and project deliverables at odds Portfolio and programme misscoping and mis-structuring
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
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Business Realisation From design to deliverables Elements
Clustering
Assigning
Tranching
Mapping
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
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Poor Management Management fragmentation Points of Failure
No linking of project portfolio to operating model route map No linking of risks to operating model route map No linking of benefits to operating model route map No linking of roll-out plan to operating model route map
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
20
Business Management Management framework Elements
Portfolio Management
Risk Management
Benefits Management
Migration Management
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
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Poor Governance Runaway change initiatives Points of Failure
Lack of programme oversight
Inadequate project guidance
Dilution of change imperative
Triumph of business inertia
Inability to remove roadblocks
Lack of Design Authority role
© 2008 Systems in Context Ltd
Introduction to Business Blueprinting
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Business Governance Governance framework Elements
Requirements Governance
Bus. Design Governance
IT Design Governance
E2E Testing Governance
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Introduction to Business Blueprinting
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