EA for Business Strategy Execution - London - June 16 - v1.0

Enterprise Architecture for Business
and Technology Strategy execution
Andrew Swindell
Enterprise Architect and Director of “On a Page”
June 14th 2016
Slide 2

Biography
• 25+ year career with Line Management roles in Sales & Marketing and deep Consulting,
Architecture experience with the last 14 years as an Enterprise Architect building
Architecture Practices and enabling business and technology strategies
• Business and Technology delivery success across 26+ companies primarily in the
Banking, Mining, Utilities and Health industries
• Domain expertise in Business, Applications and Information Architecture
• Top down whole of company, whole of country focus applying Enterprise and Solution
Architecture disciplines.
• Experience across Australia and New Zealand, author of Architecture white papers and
articles and member of Motivational Speakers Australia
• Currently Head of Planning & Architecture at The Benevolent Society, a Not for Profit
HealthCare group

EA for Business Strategy Alignment
Strategy Assumptions
Business and Technology Strategy vis Performance
Architecture Method
Line of Sight Case Studies
• HealthCare Group
• Mining Group
• Financial Services Group
Final Thoughts

Key Findings
Slide 5
• All organisations are complex and have disconnects, gaps, waste resources, dilute value,
lose revenue, have unhappy customers and incur higher costs due to misalignment
• CEO, Executive Teams and Board are primarily responsible for generating “Line of Sight”
but all employees have a role in engaging with the organisational story
• Organisations that have strong alignment between strategy and organisational capability
generate the highest returns. BUT – not everything can or should be nailed down
• Organisations are made up of a number of assets including People, Processes, Data,
Applications and Infrastructure and all need to be visible and actively managed.
• The rowing 8 analogy and Architecture can play a significant role in establishing “Line of
Sight” between your organisational business strategy and the various organisational
inputs required to deliver on the strategy

An Architectural investment approach.
Time
Investment
Architecture
Investment
Architecture
Investment =
Long Term
Lower
Operating
Cost
Application / Business
Unit centric focussed
investment
Business Outcome /
Architecture investment
approach

Business Strategy
We have all seen Company Aspirations and Goals
We want to
double revenue
in the next 3
years
We will be a
commercially
focussed
organisation
We will be
number 1 and
the most
efficient
company in our
industry
We want to be
customer
focussed
We will create
Super Regional
technology
platforms
We are a digital
focussed
organisation
We will double
profit by xx

Execution Strength
Business and Technology Issues and Challenges
Slide 9
Our Project disciplines
fall over and we have
“Red” status Projects
Our Solution Architects
talk a different language
to our Enterprise
Architects
Our Application access
is slow
We don’t have the right
people in the right roles
We only spend $Xm per
year, how can we expect
to spend 3 times that.
Our data is incredibly
dispersed and poorly
managed
We don’t manage our
project dependencies
well
We have too many
customer management
systems
Past and current
business behaviour only
increases our
complexity
We don’t manage our
organisational assets
We don’t know where
we spend our project
funding??

What is Line of Sight?
A view – How it all hangs together to generate insight
Slide 10
Combination of a Strategy Framework, Change Management and Architecture
Framework enable “Line of Sight” models and business value to be created
Business Technology
Change Management
Conceptual / Enterprise
Tactical / Domain
Operations / Physical
Strategy FrameworkVision
Principles
Business Orientation
Architecture Framework
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Architecture Data Architecture
Applications
Architecture
Infrastructure
Architecture
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture

Why Line of Sight?
Aligning Business Strategy with Execution Strength
• Generate insight that adds value to your business and technology decision makers on the
current state and organisation direction i.e Roadmaps, current state architecture models
• Enable clear trade off decisions to be made and governed on the journey i.e Strategic
Choices, Timing, Funding and Sponsorship
• Enabling alignment within business units and alignment between business and
technology functions i.e delivery expectations
• Similar / consistent language creates strong organisational DNA and greater efficiencies
• Directly impact on key organisational metrics such as Customer Satisfaction, Customer
Retention, Acquisition and Cross Sell, Revenue, Cost, Risk and Compliance
• Progress reporting enables focus on execution of the Business Strategy
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture

EA for Business Strategy Alignment
Architecture Method
• Mining Group
Final Thoughts
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture

Method - Line of Sight Approach
It’s all about the Data
• Ensure your data is in a mature state, agreed and available to support
your architecture mapping. Data that can be mapped includes:
• Customer Segments – who will generate value for you
• Business Strategies – including Business Unit responses
• Measures / Outcomes – SMART (Specific, Measurable, Attainable, Relevant, Timely)
• Business Capabilities – Business Capability Model
• Projects – list of all projects including $$$, focus, timing
• Business Units – Organisational Chart outlining key functions
• Stakeholders - Influencers
• Operational Budgets and FTE
• Risks and Dependencies
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture

Method - Enterprise Behaviours using Value Disciplines.
Business Orientation creates planning focus
The Value Disciplines of Market Leaders
Treacy & Wiersema
Behaviour: The measurable response of an enterprise to its environment
Product
Leadership
Operational
Excellence
Customer
Intimacy
From product differentiation
to product leadership
From operational competence to
operational excellence
From customer responsive to
customer intimacy
Business
Behaviour
Corporate Examples: Sony
Johnson & Johnson
Vistakon (Acuvue Lenses)
Corporate Examples: McDonalds
Dell Computer
GE Applications
Corporate Examples: Home Depot
Cable & Wireless
IBM
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture

Method - Deploying Architecture for Business Strategy
Architecture Models – Deploying your Architecture toolkit
Slide 15
Business Function Framework
4. Channel
4.4 Assisted
4.4.2 Call Centre
4.4.1 Branch
4.4.3 Mobile Banker
4.4.6 Postal Mail
4.4.7 Email
4.5 Unassisted
4.5.1 ATM
4.5.2 POS
4.5.5 Mobile
4.5.3 Web
4.5.4 IVR
4.4.8 Fax
4.5.6 Data Exchange
4.4.4 Broker
4.5.7 Thick Client
4.4.5 Relationship Mgr
2. Customer
2.2 Customer
Relationship
Management
2.3 Customer Information Management
2.4 Customer Analytics
1. Product
1.1 Retail & Personal
1.1.2 Credit Cards
1.1.4 Mortgages1.1.1 Deposits
1.1.6 Merchant Services
1.1.5 Loans
1.1.3 Leasing
3. Operations
1.4 Insurance1.3 Wealth Management
1.3.3 Funds
1.3.4 Asset
Management
1.3.2 Structured
Products
1.4.1 Life
1.4.2 General, Travel
1.4.3 Business
1.4.4 Credit
1.3.1 Platforms
1.2 Institutional
1.2.1 Cash Management
1.2.3 Trade Finance
1.2.4 Corp Finance
1.2.8 Capital Markets
1.2.5 Nostro Accounts
1.2.7 Markets (e.g. FX)1.2.2 Leasing
1.2.6 Lock Box
1.2.9 Custody
3.1 Product Administration
3.1.4 Decisioning3.1.1 Origination
3.1.2 Fulfilment 3.1.5 Credit Mgmt
3.2 Transaction Management
3.2.3 Securitisation 3.2.6 Settlement
3.1.6 Claims3.1.3 Underwriting
3.2.4 Reconcilliation
3.2.2 Trading 3.2.5 Clearing
3.2.1 Payments
4.1PartnerIntegration&Management
4.2 Sales
4.3 Servicing
4.3.4 Statements
4.3.6 Alerts
4.3.2 Query Resolution
4.2.3 Advice
4.2.2 Quotation
4.2.1 Needs Analysis
5. Corporate & Shared Services5.1 Finance & Accounting
5.1.1 Accounting (G/L)
5.1.2 Collections &
Disbursments
5.2 Human Resources 5.6 Risk
5.1.3 Treasury
5.1.5 Capital Mgmt
5.2.1 Payroll
5.2.4 Learning &
Development
5.2.5 Occupational
Health & Safety
5.2.2 People Mgmt
5.3 Corporate Affairs
5.3.1 Public Relations
5.3.2 Corporate
Responsibility
5.3.3 Govt & Regulatory
Affairs
5.4 Corporate Services
5.4.1 Procurement
5.4.3 Facilities Mgmt
5.9 Marketing &
Communications
5.7 Strategy &
Market Analysis
1.5 Product Management
5.1.4 Taxation
5.2.3 Incentive Mgmt
5.4.4 Asset Mgmt
5.8 Project Delivery &
Governance
5.4.2 Supplier Mgmt
5.6.3 Audit
5.6.4 Risk Management
5.6.5 Modelling &
Forecasting
5.6.2 Fraud Detection
5.10 Technology &
Operations Support
5.11 Enterprise Services
5.11.1 Management Information 5.11.2 Productivity 5.11.3 Collaboration
5.6.1 Security
5.11.4 Knowledge Mgmt
1.5.1
Aggregation &
Bundling
1.5.3
Performance
Management
1.5.2 Lifecycle
Management
4.3.3 Account Servicing
4.2.4 Leads Mgmt
4.3.1 Contact Capture
(inc imaging, call recording)
2.1 Contact
Management
(inc registration, workflow)
4.3.5 Advices
5.5 Legal
5.5.1 Compliance
5.5.4 Dispute
Resolution
5.5.5 Records Mgmt
5.5.3 Advice
5.5.2 AML
Project
Leadership
SDA & Delivery
Governance
Signalling,
Train Ctrl & Comms
IS Systems
& Scheduling
Automation
& Asset Systems
Concept of
Operations
Workstream
Coordination
Project Services
Conceptual / Strategic /
Whole of Business
Logical / Tactical / Whole of
Division / Portfolio
Business Capability model provides a script and a
language for interpreting priorities and approach to
achieving your business strategy. It also enables a
consistent communication of priorities and trade offs
Information Technology
Reference Model - High level
IT Function / Capability
assessment
Infrastructure Reference
Model - High level
Infrastructure assessment
Application Reference Model
- High level Application
platform assessment
Organisation Chart for Business
and Technology Divisions - High
level Function / People / FTE /
Cost assessment
**A wide range of data can be modelled including RAG ratings, specific insights, FTE’s, costs, and risks. Model use is primarily as a
holistic overview to drive out patterns, areas of interest or capabilities that may need more detailed investigation.
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture

Method – A Reference Architecture facilitates opportunities
Architecture Models – Deploying your Architecture toolkit
OUTBOUND
Enterprise C
U
S
T
O
M
E
R
S
S
U
P
P
L
I
E
R
S
INBOUND
OUTBOUND
SHAREHOLDERS AND REGULATORS
BUSINESS SUPPORTINBOUND
OUTBOUND
INBOUND
INBOUND
OUTBOUND
• Business Outcomes are the result of co-
operation between front and back office
functions / capabilities.
• Gaps identified against current delivery
• An optimally arranged Business Architecture
can uncover strategic opportunities for change.
FunctionFunctionFunction
Business
Outcome
OUTCOME
MEASURES
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture

Method - Deploying Architecture for Line of Sight
Architecture support for modelling activities
Slide 17
• Central Architecture owner - both Business and Technology Domains to co-ordinate
Architecture activities with the Planning & Strategy teams.
• Architecture team - compare all of the different platforms between current environment
and target architecture.
• Collating data inputs - the Business Model and Strategies, Applications, Data,
Integration, Infrastructure, Technology Services, Security and Change Management
inputs will enable a holistic view to be established and compared logically across all
environments.
• Managing the data inputs – categorize and analyse to create insights and provide an
overview of the Line of Sight
• Agreed Line of Sight - allows the various stakeholders to engage with the business
strategy and the wide range of inputs required to execute
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture

Line of Sight - Architecture for Business Strategy
Establish Business Orientation to prioritise focus
Slide 19
• Where a minimum level of competency in all three
Value Disciplines is required to operate in the market
• Where the target is to excel in just one of the Value
Disciplines to clearly position the enterprise in the
market and differentiate from competitors
• Where the intent can be easily communicated to
staff for collaboration and alignment
• Example - We recognise we have a high cost
business model and want to be more Customer
Intimate and Operationally Excellent
• The majority of our investment spend and change
management scope should be on improving our
internal efficiencies and customer facing capabilities
Customer
Intimacy
Operational
Excellence
Product
Leadership
We are recognised for being a
dynamic organisation
Increased safety of Australian
children reduces the number of
children in Out of Home Care
Older people and people with
disability regard us as a partner of
choice that helps them experience the
life they never thought possible
We are a commercially effective and
sustainable organisation
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture

Line of Sight - Architecture for Business Capabilities
Establish Business Capabilities to Business Outcome priorities
Slide 20
StrategicPriorities
Efficient
Business
Support
Effective
Cross
Selling
Superior
Customer
Retention
Customer
Knowledge
Excellent
Customer
Servicing
Fast & Efficient
Origination
Business Outcomes Front Office Capabilites Back Office Capabilities
Supporting Capabilities
(Applications and Infrastructure)
Architecture
Governance
Project,
Programme and
Portfolio
Management
IT Asset
Management
Supportable
Enterprise
Systems and
Technology
Workforce and
Workplace
Management
Multi Channel
Sales
Management
Information
Security
Agile Product
Packaging /
Pricing
Workflow
Enterprise Data
Model and
Standards
Super Regional
Banking Platform
Systems and
Technology
Customer
Analytics
Document
Management and
Imaging
Contact Event
Management
Enterprise
Customer Master/
ODS
Information
Lifecycle Mgmt
and Warehousing
Integration
MessagingStraight Through
Processing
Consolidated
Customer View
Multi Channel
Visibility and
Servicing (Assisted
& Unassisted)
EnterpriseDataManagement
1
2
3
4
5
6
1. Distinguish which capabilities are
critical to achieve strategic outcomes
2. Map Capability to Outcome where
Strategic Objectives are prioritised
3. Key capabilities mapped in support of
the highest priority outcomes
Example - To be a “Fast and Efficient
Organisation” we must have Visibility of
all Channels, Straight Through
Processing, Consolidated Customer View
and Integration of all Customer Contacts.
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture

Line of Sight – Strategic Roadmap development
Multi Regional Bank – Business Strategy alignment
Slide 21
• Align Bottom Up Business Unit
Strategies and Initiatives as well as
Top Down Whole of Business and
Country based objectives
Example – $550m wishlist of
business initiatives to consider and
only ever spent $80-$90m per year
Map and consolidate all inputs into
an agreed $120m 18 month
Roadmap focussed on key business
objectives and capabilities to be met.
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture

Line of Sight – Business Unit responses
How strategies can be mis-aligned to outcomes
Slide 22
• Divisional Business Strategies mapped to
Business Outcomes and Business Orientation
• Validate Business Outcomes and agree
across Divisions
Example – Divisional Strategies duplicated
across some business outcomes and not
addressing other business outcomes
Re-allocate and consolidate funding to those
nominated Divisions and take an enterprise
wide view of capability development
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture

Line of Sight – Program Planning responses
How execution can be mis-aligned to outcomes
Slide 23
• Program Planning mapped to Business
Outcomes and Business Orientation
• Validate Business Outcomes and agree
across Divisions
Example – Programs duplicated across
some business outcomes and not
addressing full business outcomes
Re-design Program scope and Projects to
ensure they take an enterprise wide view of
capability development
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture

Line of Sight – Technology Platform responses
How enterprise wide capabilities can support technology decisions
Slide 24
• Map Technology Platforms to
Business Outcomes and Orientation
• Map initiatives to Technology
Platforms and agree Business
Outcomes across Divisions
Example – Will Initiatives uplift current
capabilities or add complexity?
Confirm how Technology Platforms will
enable business outcomes.
Re-design Projects to ensure
Technology Platform Uplift is
enterprise wide
Results Chain
Office Communicator & SharePoint
Unified Communications and Collaboration
Capability Product
Information Management ie Sharepoint,
Email Archiving
Desktop – Telstra Video Collaboration
High Def - Polycom HDX 8000/4000
Life like – Cisco Telepresence, Polycom
RealPresence
Telstra Phone Conferencing
Fixed ,Mobile and Soft Telephony
IP Telephony
Outlook Voice Access
Office Communicator 2007 R2
Voice and
Telephony
Potentially Cisco digital media system
Office Communicator 2007 R2
Content StreamingContent Streaming
FederationFederation
WebEx
Live Meeting
Web ConferencingWeb Conferencing
Instant
Messaging/Presence
Instant
Messaging/Presence
Team/Document
Collaboration
Records/Data
Management
Records/Data
Management
Video/Audio
conferencing
Video/Audio
conferencing
Instant Messaging,
Presence and Federation
Video / Audio / Web
Conferencing
Voice / IP Telephony
Document Mgmt
Content Streaming
Metrics
Benefits Model driven by Capabilities
Benefits Model driven
by Outcomes
Current Known
Capabilities
Logical
Capability
Groupings
Current /
Planned
Initiatives
UC&C
Benefits Model
Outcomes
Collaboration
Increase
Productive
Hours
Employee
Value
Proposition
Green
Sustainability
Cost
Efficiency
Technology
Showcase
(26)
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture

Line of Sight - Technology Strategy inputs
Alignment comes in many forms
Slide 25
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture
6.1 Clients
1.5 Service
Integration
1.4 Messaging &
Routing
1.1 Application
Connectivity
1.2 Business Process
Management
1.6 Transformation &
Formatting
T 1.3 Data
Population Services
2.3 System Build
2.2 Project
Programme Mgmt
2.1 Configuration
Management
Application Server
Services (cont)
3.2 Batch Job
Management
3.3 Business Rules
Management
3.4 Content Mgmt &
Information Delivery
3.5 Personal
Productivity
3.1 Application
Server Services
6.2 Communications
6.3 Infrastructure Services
6.4 Platform
(Servers)
Technical Reference Model V1.2
T1.1.1
T1.1.2
T1.1.3
T1.1.4
T1.1.5
T1.1.6
T1.1.7
T1.2.1
T1.2.2
T1.2.3
T1.2.4
T1.2.5
T1.3.1
T1.3.2
T1.3.3
T1.3.4
T1.3.5
T1.3.6
T1.4.1
T1.4.2
T1.4.3
T1.4.4
T1.4.5
T1.4.6
T1.5.1
T1.5.2
T1.5.3
T1.5.4
T1.6.1
T1.6.2
T1.6.3
T3.1.1
T3.1.2
T3.1.3
T3.1.4
T3.1.5
T3.1.6
T3.1.7
T3.1.8
T3.1.9
T3.1.10
T3.1.11
T3.1.12
T3.1.13
T3.1.14
T3.2.1
T3.2.2
T3.2.3
T3.2.4
T3.3.1
T3.3.2
T3.3.3
T3.3.4
T3.3.5
T3.4.1
T3.4.2
T3.4.3
T3.4.4
T3.4.5
T3.4.6
T3.5.1
T3.5.3
T3.5.2
T6.1.1
T6.1.3
T6.1.5
T6.1.2
T6.1.4
T6.1.6
T6.2.1
T6.2.3
T6.2.5
T6.2.2
T6.2.4
T6.2.6
T6.3.1 T6.3.2 T6.3.3 T6.3.4
T6.4.1
T6.4.2
T6.4.3
6.5 Storage
T6.5.1 T6.5.2
4.5 Service Support
4.3 Local
Management (Cont)
4.2 IT Asset
Management
4.3 Local
Management
4.4 Service Delivery
4. 1 Business
Service Management
T4.1.1
T4.1.2
T4.1.3
T4.1.4
T4.3.6
T4.3.7
T4.3.8
T4.3.9
T4.3.10
T4.2.1
T4.2.2
T4.2.3
T4.2.4
T4.2.5
T4.3.1
T4.3.2
T4.3.3
T4.3.4
T4.3.5
T4.4.1
T4.4.2
T4.4.3
T4.4.4
T4.5.1
T4.5.2
T4.5.3
T4.5.4
T4.5.5
T4.5.6
T4.1.5
T4.4.5
4.6 Infrastructure /
Operations Mgmt
T4.6.1
T4.6.2
T4.6.3
T4.6.4
T4.6.5
T4.6.6
T4.6.7
T2.1.1
T2.1.2
T2.1.3
T2.1.4
T2.2.1
T2.2.2
T2.2.3
T2.2.4
T2.2.5
T2.2.6
T2.1.7
T2.3.1
T2.3.2
T2.3.3
T2.3.4
T5.3 Security
Infrastructure
T5.2 Security
Applications
T5.3 Security Infra
(cont)
T5.4 Security
Mgmt Operations
T5.1 Identity &
Access Management
T5.2.1
T5.2.6
T5.2.2
T5.2.3
T5.2.4
T5.2.7
T5.2.5
T5.3.1
T5.3.12
T5.3.11
T5.3.10
T5.3.9
T5.3.8
T5.3.7
T5.3.6
T5.3.5
T5.3.4
T5.3.3
T5.3.2
T5.1.1
T5.1.2
T5.1.3
T5.1.4
T5.1.5
T5.1.6
T5.1.7
T5.1.8
T5.4.4
T5.4.3
T5.4.2
T5.4.1
CNMMar2009,16/03/2009
T5.4.5
T5.5 Data Security
T5.5.4
T5.5.3
T5.5.2
T5.5.1
Direct Data Access
Middleware
Connectors
Messaging
Connectivity
Partner Integration
Management
Service Registry
Service Repository
Extract
Load
Transform
Change Control
Environment Mgt
Migration Control
Version Control
Scheduling
Packaged
Components
Test Tools
Application Data
Services
Configuration
Repository
Error Exception
Mgmt
Job Scheduling
Job Monitoring
Job Control
Branch Devices
PDAs
Data Management
Services
Perf & Availability
Services
Operating Systems
Server - Midrange
Server - Utility
LAN Network Services
File-Print
Business Intelligence
Enterprise Content
Management
Portal
User Workflow
Services
Collaboration
Productivity
Applications
Event Notification
Logging & Audit
Tracing
Runtime Libraries
Reporting
Business Service
Level Mgmt
IT Governance
Resource
Management
Service Catalog
Branch Devices
OS
PCs
Server
Capacity
Management
Problem
Management
Change Management
Configuration
Management
Release Management
Asset Tracking
Inventory
Management
License Management
Lifecycle
Management
Performance Tuning
Remote Mangement
Software Distribution
Technology Lifecycle
Management
User Profile
Management
Logging Services
Secure Development
Client & Virus
Inspection
Firewall
Hardening
Network Perimeter
Security
Access Control
Provisioning & User
Management
Monitoring Services
Reporting Services
Patch Management
Encryption Services
Integration Development Execution Risk & Security Serivces
Infrastructure
Operation
Guaranteed Delivery
Message Correlation
Sort, Filter
ATMs
Laptop
Virtualisation
Mainframes
Remote Access
WAN
Service Object
Management
Thread Management
Job Restart-Recovery
Storage Devices
Laptops
Mainframe
Storage
Job Scheduling
Script Mangement
Spam Detection
Pen & Vulnerability
Testing
Persons Firewall
(Client)
Network IDS-IPS
Workstation Security
Transport Security
System-Level
Security
User Self Service
Risk Management
Services
Transaction
Integrity
Object, Component,
Service Access
Packaged Application
Connectors
Discovery
Message
Specification
Changed Data
Capture
Rejected Data
Mgmt
Message Enrichment
Message Validation
Message Parsing and
Formatting
Governance
Planning
Estimating
Release Management
Reporting
Risk Management
Tracking
Analysis & Design
Tools
Reverse
Engineering Tools
Code Table
Management
Protocols
Routing-SwitchingPCs
Presentation
Communications
Memory
Mgmt
Performance
Mgmt
Session Management
Transaction
Storage Mangement
Application
Network
PDAs
IT Financial
Management
IT Service Continuity
Incident Management
Service Desk
Discovery
Compliance
Monitoring
IT Service Level
Mgmt
Malicious Code
Detection
Malware Adware
Phishing
Host IDS-IPS
Physical Security
Remote Access
Compliance
Monitoring
Federation
Identity Mgmt Logging
& Reporting
Identity Policy &
Directories
Single/Simplified
Sign on
Offline
Message Exchange
Patterns
Message Sequencing
Routing
Synch and Asynch
Messaging
Rules Development
Rules Execution
Rules Language
Definition
Rules Lifecycle
Management
Rules Repository
Localisation-
Internationalisation
Availability
Management
Wireless
Auditing Services
Digital Rights
Management
Non Repudiation
Services
Business Rules
Modelling &
Simulation
Process
Management
Business Activity
Monitoring
Business Process
Meta Data
4. Channel
4.4 Assisted
4.4.2 Call Centre
4.4.1 Branch
4.4.3 Mobile Banker
4.4.6 Postal Mail
4.4.7 Email
4.5 Unassisted
4.5.1 ATM
4.5.2 POS
4.5.5 Mobile
4.5.3 Web
4.5.4 IVR
4.4.8 Fax
4.5.6 Data Exchange
4.4.4 Broker
4.5.7 Thick Client
2. Customer
1. Product
1.1.2 Credit Cards
1.1.5 Loans
1.1.3 Leasing
3. Operations
1.3.3 Funds
1.3.4 Asset Management
1.3.2 Structured Products
1.4.1 Life
1.4.3 Business
1.4.4 Credit
1.3.1 Platforms
1.2 Institutional
1.2.3 Trade Finance
1.2.4 Corp Finance
1.2.6 Lock Box
1.2.9 Custody
3.2.1 Payments
4.2 Sales
4.3 Servicing
4.3.4 Statements
4.3.6 Alerts
4.2.3 Advice
4.2.2 Quotation
5.1.2 Collections &
Disbursments
5.1.3 Treasury
5.1.5 Capital Mgmt
5.2.1 Payroll
5.2.4 Learning &
Development
5.2.5 Occupational Health &
Safety
5.2.2 People Mgmt
5.3.2 Corporate
Responsibility
Affairs
5.4.1 Procurement
5.9 Marketing & Communications
5.7 Strategy &
Market Analysis
5.1.4 Taxation
5.4.4 Asset Mgmt
Governance
5.4.2 Supplier Mgmt
5.6.3 Audit
5.6.5 Modelling &
Forecasting
5.10 Technology & Operations
Support
5.6.1 Security
1.5.1 Aggregation
& Bundling
1.5.3 Performance
Management
1.5.2 Lifecycle
Management
4.2.4 Leads Mgmt
2.1 Contact Management
4.3.5 Advices
5.5 Legal
5.5.1 Compliance
5.5.4 Dispute Resolution
5.5.5 Records Mgmt
5.5.3 Advice
5.5.2 AML
2.5 Customer Agreement Management
2.2 Customer Relationship
Management
4.2.5 Campaigns & Offers
Out of support Some support Actively supported
ANZN Application Enterprise by Tjalling van Soest V2.0
Transition Scenarios
Strategic Gaps
Burning Platforms
N transition phases
4. Channel
4.4 Assisted
4.4.2 Call Centre
4.4.1 Branch
4.4.3 Mobile Banker
4.4.6 Postal Mail
4.4.7 Email
4.5 Unassisted
4.5.1 ATM
4.5.2 POS
4.5.5 Mobile
4.5.3 Web
4.5.4 IVR
4.4.8 Fax
4.5.6 Data Exchange
4.4.4 Broker
4.5.7 Thick Client
2. Customer
1. Product
1.1.2 Credit Cards
1.1.5 Loans
1.1.3 Leasing
3. Operations
1.3.3 Funds
1.4.1 Life
1.4.3 Business
1.4.4 Credit
1.3.1 Platforms
1.2 Institutional
1.2.3 Trade Finance
1.2.4 Corp Finance
1.2.6 Lock Box
1.2.9 Custody
3.2.1 Payments
4.2 Sales
4.3 Servicing
4.3.4 Statements
4.3.6 Alerts
4.2.3 Advice
4.2.2 Quotation
5.1.2 Collections &
Disbursments
5.1.3 Treasury
5.1.5 Capital Mgmt
5.2.1 Payroll
5.2.4 Learning &
Development
Safety
5.2.2 People Mgmt
5.3.2 Corporate
Responsibility
Affairs
5.4.1 Procurement
5.7 Strategy &
Market Analysis
5.1.4 Taxation
5.4.4 Asset Mgmt
Governance
5.4.2 Supplier Mgmt
5.6.3 Audit
5.6.5 Modelling &
Forecasting
Support
5.6.1 Security
1.5.1 Aggregation
& Bundling
1.5.3 Performance
Management
1.5.2 Lifecycle
Management
4.2.4 Leads Mgmt
4.3.5 Advices
5.5 Legal
5.5.1 Compliance
5.5.5 Records Mgmt
5.5.3 Advice
5.5.2 AML
Management
Same/Multi/Multi/Multi/Multi
Same/Multi/Multi #/Multi/
Multi
Same/Same/Multi/Central/
Multi
Same/Same/Multi/Multi/
Multi
Same/Same/Single/Central/
Single
Same/Same/Multi/TDBP/
TDBP
Multi
Same/Same/Single/Multi/
Multi
Customer
Knowledge
4. Channel
4.4 Assisted
4.4.2 Call Centre
4.4.1 Branch
4.4.3 Mobile Banker
4.4.6 Postal Mail
4.4.7 Email
4.5 Unassisted
4.5.1 ATM
4.5.2 POS
4.5.5 Mobile
4.5.3 Web
4.5.4 IVR
4.4.8 Fax
4.5.6 Data Exchange
4.4.4 Broker
4.5.7 Thick Client
2. Customer
1. Product
1.1.2 Credit Cards
1.1.5 Loans
1.1.3 Leasing
3. Operations
1.3.3 Funds
1.4.1 Life
1.4.3 Business
1.4.4 Credit
1.3.1 Platforms
1.2 Institutional
1.2.3 Trade Finance
1.2.4 Corp Finance
1.2.6 Lock Box
1.2.9 Custody
3.2.1 Payments
4.2 Sales
4.3 Servicing
4.3.4 Statements
4.3.6 Alerts
4.2.3 Advice
4.2.2 Quotation
5.1.2 Collections &
Disbursments
5.1.3 Treasury
5.1.5 Capital Mgmt
5.2.1 Payroll
5.2.4 Learning &
Development
Safety
5.2.2 People Mgmt
5.3.2 Corporate
Responsibility
Affairs
5.4.1 Procurement
5.7 Strategy &
Market Analysis
5.1.4 Taxation
5.4.4 Asset Mgmt
Governance
5.4.2 Supplier Mgmt
5.6.3 Audit
5.6.5 Modelling &
Forecasting
Support
5.6.1 Security
1.5.1 Aggregation
& Bundling
1.5.3 Performance
Management
1.5.2 Lifecycle
Management
4.2.4 Leads Mgmt
4.3.5 Advices
5.5 Legal
5.5.1 Compliance
5.5.5 Records Mgmt
5.5.3 Advice
5.5.2 AML
Management
Same/Multi/Multi/Multi/Multi
Same/Multi/Multi #/Multi/
Multi
Same/Same/Multi/Central/
Multi
Same/Same/Multi/Multi/
Multi
Single
Same/Same/Multi/TDBP/
TDBP
Multi
Same/Same/Single/Multi/
Multi
• Key organisational Outcome is to
improve “Customer Knowledge”
• Burning Platforms and Strategic Gaps
impact on achieving business outcome
• Prioritise and map these into a
Transition scenario that can be scoped
Example – Burning Platforms require
significant mediation but don’t have time.
Strategic Gaps are critical for the whole
organisation to be addressed today.
Create hybrid transition plan that creates
projects addressing both inputs

Line of Sight – Business Performance Model
How company on a page creates insights and alignment
Multiple
channel
owners impact
organisational
agility
Multiple Product
development
portfolios
impact
customers
OUTBOUND
Enterprise C
U
S
T
O
M
E
R
S
S
U
P
P
L
I
E
R
S
INBOUND
OUTBOUND
SHAREHOLDERS AND REGULATORS
BUSINESS SUPPORT
INBOUND
OUTBOUND
INBOUND
INBOUND
OUTBOUND
FunctionFunctionFunction
Business
Outcome
OUTCOME
MEASURES

Enterprise Architecture for Business Strategy Execution
Architecture Method
• Mining Group
Final Thoughts
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture

Final Say on EA for Business Strategy Execution
Slide 28
• Opportunity to generate value from your Architecture models for business and technology
stakeholders through “Line of Sight”.
• Architecture function commands the attention of the CIO, CEO and Business Executive
Team in supporting an organization’s business strategy and execution.
• Architecture success factors for “Line of Sight” include a mature EA function / framework,
clear representation of your organizational assets and acceptance by your stakeholders of
the opportunity and value to be delivered
• Architecture Methodology agnostic – draw from all of them to present your “Line of Sight”
models and Architecture Value
• Aligned Architecture teams can consolidate the business and technology views within your
organization, achieve good governance outcomes and engage your sponsors / stakeholders
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture

Thank You and Questions
Slide 29

Reference Business Performance Model - Value Disciplines defined.
Superb operations and execution often by providing a reasonable
quality at a very low price. The focus is on efficiency, streamlining
operations, Supply Chain Management, no-frills, volume counts. Most
large international corporations are working out of this discipline.
Very strong in innovation and brand marketing, operating in dynamic
markets. The focus is on development, innovation, design, time-to-
market, high margins in a short timeframe.
Excel in customer attention and customer service. Tailor their products
to individual or almost individual customers. Focus is on CRM, deliver
products and associated services on time and above customer
expectations, lifetime value concepts, reliability, being close to the
customer.
Product
Leadership
Operational
Excellence
Customer
Intimacy
Business Technology
Change Management
Tactical / Domain
Principles
Business
Goals
Business
Strategy
Business
Measures
Business
Priorities /
Capabilities
Initiatives
Required
Technology
Strategy
Portfolio
Programs
Projects
Business
Applications
Architecture
Infrastructure
Architecture

EA for Business Strategy Execution - London - June 16 - v1.0

EA for Business Strategy Execution - London - June 16 - v1.0

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