Slide deck used at the Regional Scrum Gather Sri Lanka - 2022 on 'True Tenants of Digital Transformation'

1. Telling A Transformational Story
worth Listening to
Ravindra Perera | Principal Business Architect
www.RavindraPerera.com
www.linkedin.com/in/ravindraperera/

2. Be a great storyteller who can paint a picture in your client’s mind…
• Technology is all 1s and 0s.
• Any transformation should be led with People
• Technology can and will enable the transformation
• To be a TRUE transformation – Lead with People and
Technology will enable the Transformation
“Enabled Technology with Disabled people
or Disabled technology with Enabled People
Cannot make a true transformation Happen.”
~ Ravindra Perera ~

3. Transformation…
▪
gain efficiencies
▪
▪
▪
▪
Supply
Demand

4. Transformation starts with Painting a vivid picture, w/o
using colors
Digital
Transformation
Process
Streamlining
Process
Automation
Kaikaku
(Radical Change)
Kaizen
(Incremental Change)
System
Modernization
Reimagine / Co-
creation
Re-Engineer/
Customer UX
Enhancement
Paradigm Shift
Customer Experience [CX]
Customer Expectation Customer Response Business Radiation
Customer
Business Transformation
Why we do
what we
do?
Legacy
Simplification

5. What can make a true Digital Transformation Possible
Focus on a Digital First Culture – Cross/Upskill of Internal Resources
Bringing Insights out of Data – How can Data be an asset rather than being a compliance obligation
Customer Centricity & Design Thinking – Seeing from a Customers angle (CJM) , Design Thinking
S M A C – Social Mobile Analytics Cloud computing
Real Time Customer Interaction Enablement
Ability to Implement once and harvest across the enterprise
Process Mining| KAIZEN – Continuous Improvement | KAIKAKU – Radical redesign
Transformation is NOT measured by the Technologies that are used, but by the IMPACT it creates for the organization

6. Process Mining with a sample Platform
Pega Process Mining Capability (prior Ever Flow Application acquired by Pega in May 2022)
Tools - Process Mining
Software Comparison
(processmining-
software.com)

7. True
Transformation
Requires…
Transformation
Culture
Digital
Literacy
AI / ML / IoT
and Tech
trends
Agile Work
Leadership
&
Empowering
ground level
Succession
Planning
Enterprise Architecture Success Stories : US Bank EA Transformation

8. Who is your
Customer in a
Transformation
Effort?
VOC
VOB
VOP VOE
“Are Employees treated as 2nd class Customers”
~ Ravindra Perera ~

9. Customer View (Operations Model) Executive View (Capability Model)
Channels of
Interaction
Processes
People & Roles
Applications
Data
Products/
Service
Must Need Good Nice
have have have have
Operations Model vs Capability Model

10. Business Architecture
Application Architecture Data Architecture
Technology Architecture
Customer
Service
Customer
Facing
processes
Roles &
Responsivities
Multi channel
Customer
Communication
Customer
Feedback
Internal
Application
Omni
Channel
Internal
Communication
Compliance / Audit
Data → Information → Insights
Networking
Infrastructure
On Premise Cloud
Hybrid (On
Prem & Cloud)
External Environment
Legal
Contractual
Obligations
Security &
Compliance
Contractual
Obligations
Customers
Partners
suppliers
Corporate
Vision
Business
Technology
Processing Processing
More on EA? Watch Dr. Raj Ramesh’s YouTube channel

11. • Ref: IaaS vs PaaS vs SaaS. When your
ecommerce business grows | by Black_Raven
(James Ng) | The Startup | Medium
What is Cloud Computing (amazon.com)

13. Typical Landscape of an
Enterprise
* Different technologies
* From Different Eras
* Having different integration standards
* Maintained by different Vendor partners wanting them to stay on
Ref: (1) TOGAF 9.2 Foundation Training: Overview of TOGAF Enterprise Architecture (Session 1 Part 1) - YouTube

14. Ref: (1) TOGAF 9.2 Foundation Training: Overview of TOGAF Enterprise Architecture (Session 1 Part 1) - YouTube

15. Major
considerations for
EA
• Technology Agnostic: Should not be technology Dependent
• Vendor Agnostic : Should not be vendor dependent which will enable the
vendor to lock in the Client
• EA is at a corporate level – Think Corporate capabilities , not system
functionalities - Should not be ERP, BPM , CRM or any other app dependent.

16. Customer
Experience
People
Processes
Technology
Vision
Reality
Metrics / KPI
CEO
Architect
Worker
Measure Trend
Target
Strategy Operational Tactical
SHARED VISION
Global Outlook Local Improvements
Transformation starts with Painting a vivid picture, w/o using colors

17. Assess
Corporate
Vision
Identify
Expectations
Current
Maturity
Assessment
Future
Capability
Modeling
Methodology
- Technology
- Skillset
Implement
&
Support
Trusted Partner Differentiation – Ravindra Perera© 2021
TRUE
DIGITAL
TRANSFORMATION

18. TOGAF
Architecture
Development
Method
Open standard for
Enterprise Architecture

19. System functionality discussions turned to Organizational Capabilities.
Standardization of Business Processes with Adequate focus on Reuse
Optimization of Capability Reuse and Procurement at company Level
Cost Savings at corporate level by eradicating duplicate/siloed investments
Enhanced collaboration at company level
Clear Company stance on how Business will be enabled by IT
Business & IT Alignment and how it traces back to Org. Capabilities
Clarity brought in by EA (Enterprise Architecture)

20. Clearly
Understand
these and
share with
your teams
Enterprise Vision
(Business Requirement)
Stakeholder Requirement
Functional and Non-
Functional Requirement
Solution Requirements

21. Stakeholder Requirements are the realization of the Business Vision in action. It cannot be out
of alignment to the Business Requirements
Functional and Non-Functional requirements should have a value and be measurable using
KPIs
Solution designed (co-created with Stakeholders) should be providing the Users of the systems
a clear and differentiated User experience
Re-Use should be at the core of all discussions. We don’t want multiple departmental OTS (off
the shelf) solutions catering to a single Enterprise capability w/o a clear business justification.
But Why? (aren’t these basics? Why are we even talking about them?)

22. Guardrails for Organizations venturing on DT journey
Know your scope Know your capabilities Know what your goals are
Know who you have – as
you may be delegating
work to them to boil down
the vision to Capabilities
Know – that your team
understands the big
picture. Its not a ME think.
It’s a WE thing.
Enterprise is not just internal. It
also must consider Partners,
Suppliers and Customers as some
organization are so closely knit
with external parties – just taking
the definition of a legal entity or a
parent organization as an
enterprise in EA may cause the
organization to lose out on many
re-use and capability analysis
opportunities.
Don’t expect a Platform
vendor to think about your
EA. The lesser the reuse…
the better it is for them.
Best Interest and drive for
Re-Use should come from
within.

23. TARGET
KPI KPI
Success Factors Success Factors Success Factors Success Factors
Org
Dept.
KPI KPI
Measure and Improve Processes (Most are Cross Departmental)
Measure – Improve – Optimize - Automate
Capability 1 Capability 2 Capability 3 Capability 4 Capability 5 Capability 6 Capability 7
Accelerated
Customer
Onboarding
Intelligent
Document
Processing
1:1 Customer
Interaction
Intelligent
Chat / Voice
AI
Smart
Inventory
Management
Social
Sentiment
Analysis
Upskill/ Cross Skill
Internal Resources /
Onboard/ Offboard/
right size

24. Valuable Research Topics
▪ Low Code App Development – to Accelerate Business Outcomes
▪ 1:1 Customer Interaction (e.g.: Pega 1:1 Customer Engagement , Salesforce Einstein)
▪ Intelligent Document Processing (IDP) , Sentiment Analysis
▪ Strategic use of RPA (Business Process Operations outsourcing use case)
▪ Enterprise Architecture Success Stories : US Bank EA Practice Post in LinkedIn
▪ Gartner® The Enterprise Architecture Leader's First 100 Days

25. Calling our Next Generation of
Business Analysts/ Architects to
Step into
Enterprise Architecture

26. Aspiring
candidates for
EA should
cultivate…
Critical Thinking
Lifelong learner on upcoming Tech capabilities & Trends
People Person & Ability to Read a room
Empathy & being able to do a pulse check
Ability to work with Human Centered Design
Ability to see through the clutter. Sometimes the stated issue is different
from the real issue at hand.
Mindset to Globally Source and Locally deliver (Single billing with multiple
ship to locations)
Stay Hungry – Stay foolish

27. Ref: Bring Empathy to Your Leadership Practices Unit | Salesforce Trailhead

29. Hope this session was of great value to you.
Transformation is about Impact, not the
technology it uses.
https://www.rsgsrilanka.com/
Ravindra Perera | Principal Business Architect
www.RavindraPerera.com

30. APPENDIX

31. Computer Vision – Applying AI/ML for transformations

32. UP
• Organizational Targets
• Organizational KPIs
• New Organizational Alliances
• New Advisory Capabilities
Down
• Current Processes
• Inhouse Resource Quality / Quantity
• Existing Vendor Agreements – Multi Year
• Software Application Agreements – Multi Year
• Projects already invested and locked into
Forward
• Prioritization of Targets
• Evaluate KPIs and Finalize
• Process Optimizations / Automation – Customer Centric
• Upskill and Cross skill Resources
• Adopt Optimized processes – Early adopter rewards
Hold us back
• Upskill Target Non-Achievement
• Software Vendor Agreement Issues
• Key Resource Unavailability
• Transformation Investment Unavailability
• Changing Priorities
STRENGHTS
(Success Factors)
WEEKNESSES
(Holding down)
OPPERTUNITIES
(Propel forward)
THREAT / RISKS
(challenges)