Driving change is not easy. It is estimated that upwards of 70% of large transformation initiatives fail even though they are often critically important to a company’s strategy.

1. 3 Keys to Architecting for Change
December 14, 2011
Sandra Moran Sr. Director, Product Marketing
Mark DiGirolamo Director, Product Management
Copyright © OpenPROCESS MANAGEMENT
BUSINESS Text Corporation. All rights reserved.

2. About OpenText
Publically Traded: NASDAQ (OTEX), TSX (OTC.CN)
Headquarters: Waterloo, Canada
Revenue 2011 FYTD: US$1.033 billion
Customers: 46,000+ in 170 countries
Employees: 4,400 and growing
Strategic Alliances: SAP, Microsoft, Oracle
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3. Recognized by our industry
Business Process Enterprise Content Business Process
Management Suites Management Suites Enterprise Architecture Analysis
Magic Quadrant Q411 Magic Quadrant Q411
Magic Quadrant Q410 Magic Quadrant Q410
Dynamic Case Business Process Enterprise Architecture
Business Process Management
Management Analysis Management Suite
Suites Forrester Wave Q310
Forrester Wave Q410 Forrester Wave Q109 Forrester Wave Q211
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4. Government Finance & Insurance Pharma & Healthcare Legal & Business Services
Oil / Gas / Utilities Manufacturing Retail & Distribution Telco & Media
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5. "Change is inevitable.
Progress is optional"
~ Anonymous
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6. Few companies can maintain innovation
Last Year’s
Rank Company
Ranking
1 Apple: For dominating the business landscape, in 101 ways 3
2 Twitter: For five years of explosive growth that have redefined communication 50
3 Facebook: For 600 million users, despite Hollywood 1
4 Nissan: For creating the Leaf, the first mass- market all- electric car
5 Groupon: For reinvigorating retail -- and turning down $6 billion.
6 Google: For instantly upgrading the search experience 4
7 Dawning Information Industry: For building the world's fastest supercomputer
8 Netflix: For streaming itself into a $9 billion powerhouse (and crushing Blockbuster)
9 Zynga: For being the $500 million -alpha dog of social gaming
10 Epocrates: For giving doctors and nurses instant drug reference
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7. Disappearing Brands?
Source: 24/7 Wall Street
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8. IT Priorities
Source: Global Survey – October 2011 BUSINESS PROCESS MANAGEMENT

9. IT Investment Focus Shifting
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10. Leveraging New Platforms
Source: Global Survey – October 2011 BUSINESS PROCESS MANAGEMENT

11. You’re doing it today
… the only question is how effectively?
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12. Organizations use Various Practices and
Methodologies that Compete
Business Enterprise Process Content
Strategic Planning
Architecture Architecture Design Lifecycle
Line Of
Project X – Method B
Business
Project V - Method A
Line Of Project K – No Method
Business
Operations Project Y- Method C
Project W - Method C
Technology
Project J -
Sales Project Z - Project R – Method D
Method C
Method A
Corporate
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13. Organizations That Are Aligned Change Faster
Business Enterprise Process Content
Strategic Planning
Architecture Architecture Design Lifecycle
Line Of
Business Operating Model Method A
Line Of Information Modeling Method A
Business
Measurement Method A
Operations
Strategic
Technology Planning
Sales
Corporate
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14. The Cost of Shortcutting the Strategy
Strong emphasis on strategy and program management
= significantly lower failure rates…
See 10% investment vs. 3% above.
Source: Doculabs White Paper:
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15. 1. Adopt a standard methodology
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16. What is a Methodology
A formal, written comprehensive list of
organized tasks with supporting
documentation on how the tasks should be
performed, the data that the team should
look for, and the identification of the
deliverables from tasks.
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17. A Great Methodology Should
• Written by experts
 Too few resources know how to consistently make project succeed
• Addresses broadest scope
 Allows project team to pick tasks
 Minimal overhead
• Explains “How To”
 What and how to do it
• Easy to Use
 Brings people to same page, same understanding
 Evolves as teams become more experienced
• Addresses Sponsorship
 Ongoing commitment to make methodology work
 Reflects corporate culture
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18. Developing an Integrated Operations
Road Map and drive globally
consistent, industry standard, scalable
processes across Cisco in support of
business expansion and transformation
initiatives.
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19. 1. Adopt a standard methodology
2. Leverage the right initiative
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20. Rank Potential Initiatives
 Identify your risk appetite
 Is this project linked to strategic initiatives
 Business Value
 Determination of applicable measureable metrics
 Cost Savings (Time savings, headcount reductions, etc)
 Reduce Cycle Time (i.e. change approvals reduced by 10 days)
 Quality Improvements (i.e. 85% decrease in defect rates)
 Establish acceptable ROI criteria
 Project Scope and impact are well understood
 Business problem is understood
 Organizations impacted are known
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21. Sample Ranking of Change Initiatives
High Risk/High Reward
High
Project X
Project V
Project K
Complexity Project Y
Project W
Project J Project R
Project Z
Low Risk
Low High
Business Value
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22. £1 billion change programme
targeted to improve revenue
by £500m and reduce costs by
£500m
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23. 1. Adopt a standard methodology
2. Leverage the right initiative
3. Communicate to drive alignment
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24. Less than 5% of employees understood
their company’s business strategy
Under 20% of companies were able to
execute their business strategies
successfully
Source: Robert Kaplan and David Norton
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25. Alignment Strategy
Enterprise Context
• Why – actionable business strategy
Business Context
• What we do to achieve desired business outcome
Operational Context
• How we do it – people, processes, technologies
Implementation Context
• With what – projects, tasks, activities that deliver outcomes
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26. Communicate to Business Outcomes
Business Business Impact Principle Affected Performance
Impact Strategy Business Metrics
Areas
Grow Increase sales of Create sales Sales will Sales, Marketing, Multiple product sales
multiple products by analytics leverage Customer by customer
15% dashboards to existing data on Relationship
present product multiple product Management
purchasing buying
suggestions tendencies to
based on recommend
historical buying additional
patterns. products
Run Reduce Risk and Develop Financial and Risk Management, Compliance levels,
impact of regulatory comprehensive regulatory rules production, implementation time,
requirements risk and regulatory and processes accounting, number of audit
management must be financial reporting issues
strategy consistent
across all lines
of business
Transform Increase Customer Create a customer Customer facing Customer Service, Decreased customer
Satisfaction and environment that applications Sales, Account support costs,
decrease service enables easier must support Managers increased satisfaction
cost access to account customer quality ratings,
information and program Increased multiple
allows them to product sales
control service
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27. Start with Desired State…Mind Gaps
Organization Required Skills Impact Performance Metrics Gap
Sales High High Revenue Growth New sales dashboard
Purchase history data
Customer Service High High Customer Satisfaction Customer service
Support Costs application updates
Marketing Medium Low Revenue Growth
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28. Coordination Across Multiple Organizations
 Requires additional
communication &
coordination
 Identify conflicting
strategies, incentives &
measures
 Examine redundancy
 Reduce complexity
 Identify gaps within your
current business practices
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29. Changes the Way People Work - Everyday
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30. Analyzed and consolidated over
1500 disparate customer service
processes across 132 countries
down to 100 global best practices
for improved consumer support.
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31. Tools to Architect for Change
Demonstration
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32. Thank you
For more information visit us at:
www.opentext.bpm.com
Contact Information
Marketing smoran@opentext.com 248-281-8956
Product mdigirol@opentext.com 415-963-0812
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