Business Architecture

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20 Νοε 2013 (πριν από 3 χρόνια και 11 μήνες)

134 εμφανίσεις

Sam Consulting

Putting pieces together . . .

Enterprise Architecture


-

What is Business Architecture?


March 26, 2012

Siamak Amjadi

Sam Consulting

Putting pieces together . . .

Sam Consulting

Putting pieces together . . .

4

Sam Consulting

Putting pieces together . . .

Demand Chain

IT Strategies

Technologies

Change Requirements

Business

Approach

Corporate Goals

Business Vision

Business Strategy

Business Operations

Business
Architecture

Business Model

Changes in

Business Strategy

Changes in

Business Model

Information

Architecture

Solution

Strategy

Solution

Architecture

Platforms & Patterns

Technology

Architecture

Improve Product

Design Process

Reduce Process

Change Time

System simplifications

And SOA

Improve Solution

Delivery Time

Improve

Time to Market

A Simplified Demand Chain; mapped to EA

Technology

Architecture

5

Sam Consulting

Putting pieces together . . .

Scattered Information Everywhere


Yet, lacking an overall Enterprise Architecture

Time

Information

(How well do)

We know our
company



There are stacks of Information
available everywhere


But . . .




Not all information are related


Not all are equally verified


Some need better structure


Others should be documented


Some should be defined


Others need be harmonized



Enterprise Architecture is meant
to provide interrelated verified
information for Business
Ma'nagers and
IT
Managers .
. .


. . . Putting pieces together

6

Sam Consulting

Putting pieces together . . .

A model? So simple?

7

Sam Consulting

Putting pieces together . . .

Enterprise Architecture (EA) as a Concept

Technology Architecture

TO BE descriptions

AS IS descriptions

Gap Analyses


EA is to link the architecture of the Business (processes,
products, operations
etc
),
Business Information
, the
business
supporting

IT Solutions

and
Technologies

to host the solutions.


Its role is to provide a more intelligent basis for Application
Decisions and yield to streamline the Application Portfolio,
thereby strengthening the working relationship between
Business Management and IT Management.


It will assess and provide overview of compliance to Business
Domains, Drivers, Requirements, Direction and Principles.


EA governance links EA plans to IT actions,

hence ensuring that, IT Planning, Project

Portfolio Management and Project Execution

align with business and enterprise goals.


EA is to link
the architecture of the Business
(processes,
products, operations
etc
),
Business Information
, the
business
supporting

IT Solutions

and
Technologies

to host the solutions.


Its role is to provide a more intelligent basis for Application
Decisions and yield to streamline the Application Portfolio,
thereby strengthening the working relationship between
Business Management and IT Management.


It will assess and provide overview of compliance to Business
Domains, Drivers, Requirements, Direction and Principles.


EA governance links EA plans to IT actions,

hence ensuring that, IT Planning, Project

Portfolio Management and Project Execution

align with business and enterprise goals.


EA is to link the architecture of the Business (processes,
products, operations
etc
),
Business Information
, the
business
supporting

IT Solutions

and
Technologies

to host the solutions.


Its role is to provide a more intelligent basis for
Application
Decisions
and yield to streamline the
Application Portfolio
,
thereby strengthening
the working relationship between
Business Management and IT Management
.


It will assess and provide overview of compliance to Business
Domains, Drivers, Requirements, Direction and Principles.


EA governance links EA plans to IT actions,

hence ensuring that, IT Planning, Project

Portfolio Management and Project Execution

align with business and enterprise goals.


EA is to link the architecture of the Business (processes,
products, operations
etc
),
Business Information
, the
business
supporting

IT Solutions

and
Technologies

to host the solutions.


Its role is to provide a more intelligent basis for Application
Decisions and yield to streamline the Application Portfolio,
thereby strengthening the working relationship between
Business Management and IT Management.


It will assess and provide overview of
compliance to Business
Domains, Drivers, Requirements,
Direction and Principles
.


EA governance links EA plans to IT actions,

hence ensuring that, IT Planning, Project

Portfolio Management and Project Execution

align with business and enterprise goals.


EA is to link the architecture of the Business (processes,
products, operations
etc
),
Business Information
, the
business
supporting

IT Solutions

and
Technologies

to host the solutions.


Its role is to provide a more intelligent basis for Application
Decisions and yield to streamline the Application Portfolio,
thereby strengthening the working relationship between
Business Management and IT Management.


It will assess and provide overview of compliance to Business
Domains, Drivers, Requirements, Direction and Principles.


EA governance links EA plans to IT actions
,

hence ensuring that,
IT Planning, Project

Portfolio Management and Project Execution

align

with business and enterprise goals.

Align with

Enterprise Goals

8

Sam Consulting

Putting pieces together . . .

IT Solution Portfolio Overview

Business Model & Business
Processes

Technology Strategies/

Infrastructure Patterns

Key Information Entities & Flows

9

Sam Consulting

Putting pieces together . . .

The Relevance of EA





Single

source

of

information

to

(competing)

strategic

initiatives


The

current

and

future

initiatives

in

each

enterprise,

such

as

Project

Portfolio

Management

(PPM),

Strategic

Planning

processes,

SOA

adoptions,

future

Business

Process

Management

(
BPM
)
1
,

future

Business

Service

Management

(
BSM
)
1
,

and

application

or

process

rationalization

will

be

more

successful

if

they

reuse

common

strategic

information
.

Providing

this

information

is

an

ideal

task

for

our

EA

repository
.


We

do

face

higher

pressure

for

more

rapid

decision
-
making
.


The

challenge

of

minimizing

risks

from

change

becomes

greater

as

our

IT

complexity

increases
.

EA

and

our

EA

repository

must

provide

capabilities

for

tracking

interdependencies



offering

Impact

Analysis

and

Risk

Analysis

assisting

prioritisation

of

the

right

initiatives
.


Enterprises

seek

growth

and

increasing

globalisation



while

demanding

Local

Efficiency

and

Agility
.


Organizations

tend

to

share

not

only

products

and

services

between

countries

and

regions,

but

increasingly

also

processes

and

applications



in

addition

to

the

IT

infrastructure

that

many

firms

have

already

consolidated
.

But

standardization

and

consolidation

are

not

applied

blindly
.

Successful

firms

also

understand

the

peculiarities

of

local

markets

and

thus

adapt

global

best

practices

to

local

requirements
.

EA

repositories

and

modeling

tools

allow

analysis

and

modification

of

shared

processes

and

applications
.

Business Architecture

Information Architecture

Solution Architecture

Technology Architecture

1
)

The

classic

Enterprise

Architecture

models

do

not

in

specific

include

Business

Process

Management

(
BPM
)

&

Business

Service

Management

(
BSM
)
.

The

author

has

different

view
.

Our

maturity

today

calls

for

BPM

and

BSM
.

This

view

will

be

presented

later

in

this

presentation
.


10

Sam Consulting

Putting pieces together . . .

The

classic

Enterprise

Architecture

models

do

not

include

Business

Process

Management

&

Business

Service

Management

as

a

part

of

Business

Architecture
.

The

author

has

a

different

view,

which

will

be

presented

later
.


Business Architecture

Information Architecture

Solution Architecture

Technology Architecture


Communicate

the

business

visions,

strategies,

priorities

and

needs

across

the

business

operations

to

provide

direction

and

context

to

other

architectural

governance

structures
.



BA describes Business Operations, Value Chains and Business
Processes
1
.


BA presents the long
-
term business demands,

policies, strategies and needs as well as the

short
-
term prioritisations and budgeting.


This provides significant opportunities for

understanding both long
-

and short
-
term

interdependencies and implications (affecting

IT decisions).

Business Architecture (BA)

1
)

Business

Organisations

are

dynamic

and

subject

to

(ir)regular

changes
.

Business

Operations,

Value

Propositions
,

and

Value

Chains

(a

customer

centric

view,

hence

a

business

process

oriented

view)

are

of

a

more

stable

nature
.

Thus,

forming

the

Business

Architecture

based

on

customers

centric

Business

Processes

are

more

valuable

than

organisations
.


Future

Business

Current

Business

Competitive

Advantage

Top
-
line

growth

Long
-
term

Short
-
term

Project

Project

Need

Transformation

Initiative

11

Sam Consulting

Putting pieces together . . .

Business Information Architecture


One way of keeping consistency between business

architecture and IT initiatives is to have a clear

information architecture.


The Information Architecture presents a “Conceptual
Information Model”, which reflects the business concepts (It
supports the scoping and planning of projects.)


The

more

descriptive

“Logical

Data

Model”

offers

the

detailed

information/data

structures,

which

are

required

to

support

the

business

concepts
.

(It

supports

the

documentation

of

the

data

requirements

from

the

enterprise

perspective

and

from

the

business

process

perspective
.
)


One

more

detailed

model

is

to

be

developed

together

with

projects

(i
.
e
.

the

semantics

of

the

information)
.

This

model

leads

to

definition

of

the

Business

Services’

crossing

points
.


Business Architecture

Information Architecture

Solution Architecture

Technology Architecture

In

NTP

there

has

been

developed

excessive

methodologies

for

Business

Information

Modelling
.

They

can

undoubtedly

add

great

value

in

the

process

of

creation

Nordea’s

Information

Architecture
.

Data

is

a

fundamental

building

block

of

Interoperability
,

information

management

and

the

design

of

efficient,

non

duplicative

systems

12

Sam Consulting

Putting pieces together . . .

Solution Architecture


IT Solutions are to provide the business information, which

is specified by the Information Architecture.


Solution

Architecture

provides

the


Infrastructure

of

applications

and

the

IT

solutions
”,

depicting

the


logistics

of

business

information


and

the

affiliation

of

business

logic
.



This

dimension

of

EA

also

illustrates

the

interrelations

between

business

operations,

business

information

and

business

logic
.

This

knowledge

will

improve

the

consistency,

quality,

and

interoperability

of

business

solutions
.


Business

Information

and

Business

Logic

can

also

be

presented

in

terms

of

Business

Services

(often

common

cross

business

unit

or

Nordic

services)
.



This

makes

BSM



Business

Service

Management



an

increasingly

relevant

topic

in

line

with

growing

number

of

Services

in

NTP,

Master

Data

Management,

Document

Management,

CMS

services

plus

others

to

come
.

(Se

this

slide
.
)

BSM

supports

Business

AND

Information

Architecture
.



Steps

of

executable

business

processes

(in

a

process

engine)

are

presented

as

business

services

(on

a

service

bus)
.



This makes BPM (Business Process Management


from an
execution

perspective) an emergent
important part of Solution Architecture. BPM supports Business AND Information Architecture.


Maintaining the appropriate role of each system

Business Architecture

Information Architecture

Solution Architecture

Technology Architecture

The

classic

Enterprise

Architecture

models

do

not

include

Business

Process

Management

&

Business

Service

Management

as

a

part

of

Solution

Architecture
.

The

author

has

different

view,

which

will

be

presented

later
.


13

Sam Consulting

Putting pieces together . . .

Is Half of the

Agility Story Enough?

Technology Architecture (TA)


The

technology

architecture

describes

the

technical

platforms,

infrastructure

and

technologies,

which

are

required

to

run

the

business

solutions
.



In

the

current

setup,

Nordic

Processor

has

the

overall

responsibility

for

our

TA
.



According

to

the

author,

Nordea

has

(as

a

part

of

the

outsourcing

to

NP)

lost

competence

and

too

many

competencies

within

this

area
.

This

has

resulted

in

a

critical

lack

of

overview

and

knowhow

around

TA
.



NP being a black box to our projects has been

a major pain point.

Business Architecture

Information Architecture

Solution Architecture

Technology Architecture

Technology Architecture

Nordea

may

be

consider

to

bring

back

some

of

the

competent

resources,

who

moved

to

NP

or

hire

some

brilliant

Technical

Architects

in

the

market
.

NP

Architects

have

though

the

advantage

of

knowledge

of

and

experience

in

our

technical

setup

and

have

a

valuable

network

in

NP

and

IBM
.

Sam Consulting

Putting pieces together . . .

How to respond … using
one

model?

15

Sam Consulting

Putting pieces together . . .

A model? So simple?

16

Sam Consulting

Putting pieces together . . .

How Simple?

17

Sam Consulting

Putting pieces together . . .

World … a
map

of the
world

… a model

18

Sam Consulting

Putting pieces together . . .

19

Sam Consulting

Putting pieces together . . .

Business Models

Business Processes

Business Strategy



Mission

Vision


Organization

Management &

Governance

Sam Consulting

Putting pieces together . . .

The Vision

21

Sam Consulting

Putting pieces together . . .

Vision . . . .

22

Sam Consulting

Putting pieces together . . .

Business Architecture spans the whole business

Business


Models

Business

Processes

Business

Strategy



Mission


Vision


Organization

Management &

Governance

Business Strategy

Business Processes

Business Models

IT

Organisation

Management

External Demands

Strategic Direction

The Market Promise

Customer Value

Services

Solutions

Information

Organisation

Network

Skills &

Competencies

getCustomer

Customer

Mgmt

Customer

P

D

C

A

Goals &

Metrics

Business

Planning

Performance

management

Q
2

Q
4

Q
1

Q
3

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

23

Sam Consulting

Putting pieces together . . .

Business Strategy

Business Processes

Business Models

Management

External Demands

Strategic Direction

The Market Promise

Customer Value

Organisation

Goals &

Metrics

Business

Planning

Cost

Profit

Supply

Value

Proposition

Demand

Offerings

Profit

Income

Q4

Q2

Q1

BC

Q3

Performance

management

Cost

Profit

Supply

Value

Proposition

Demand

Offerings

Profit

Income

Cost

Profit

Supply

Value

Proposition

Demand

Offerings

Profit

Income

Key

Characteristics

Feelings

Emotions

Benefits

Market Promise

Business Architecture spans the whole business

Skills &

Competencies

Organisation

Network

Sam Consulting

Putting pieces together . . .

The Strategy

25

Sam Consulting

Putting pieces together . . .

The Strategy Canvas and the Value Curves

Strategy

Key

Characteristics

Feelings

Emotions

Benefits

Market Promise


Price


Openning hours


Expertice and product knowledge


Transparency of products and
services


Personlised Services


Friendly service


Risk Management consultancy


Corporate dealers


Speed


Flexible payment terms


Relationship management


Ease of use


Responsiveness


Knowledge


Strategy Canvas … Value Curves

Strategy

canvas

achieves

3

main

objectives
:



First,

it

displays

the

present

and

tries

to

predict

future

factors

that

affect

competition

in

an

industry

thereby

showing

the

industry’s

strategic

profile
.



Second,

it

presents

the

strategic

factors

that

are

present

and

that

potential

competitors

invest

in,

thus

giving

their

strategic

profile
.



And

finally,

it

illustrates

the

company’s

strategic

profile

(also

known

as

the

Value

Curve
)

by

showing

which

factors

of

competition

the

company

invests

in

currently

and

possibly

in

the

future
.


This

value

curve

is

the

basic

component

of

the

strategy

canvas
.



26

Sam Consulting

Putting pieces together . . .

The forces can be divided into two dimensions:


1.
Existing soruces:


Suppliers


Customers


2.
Emerging Sources:


New Entrants to the market


Substitute Products & Services


The Five Forces

Existing Players & their impact . . .

Bargaining
Power of
Suppliers

Bargaining
Power of
Buyers

Emerging factors & their impact . . . .

Threat of New
Entrants


Threat of
Substitute
Products and
Services:


27

Sam Consulting

Putting pieces together . . .

Nordea

368

975

168

159

81

345

Business Architecture spans the whole business

Business Strategy

External Demands

Strategic Direction

The Market Promise

Customer Value

What is Strategy

Strategy

is

profoundly

different

from

tactics
.



In

military

terms,

tactics

is

concerned

with

the

conduct

of

an

engagement

while

strategy

is

concerned

with

how

different

engagements

are

linked
.



In

other

words,

how

a

battle

is

fought

is

a

matter

of

tactics
:

whether

it

should

be

fought

at

all

is

a

matter

of

strategy

A good

Strategy

has three aspects
,

and it is all about positioning and positioning ...

Key

Characteristics

Feelings

Emotions

Benefits

Market Promise

A good

Strategy

has three aspects
,

and it is all about positioning and positioning ...

28

Sam Consulting

Putting pieces together . . .

Finding the Competetive Position

Positioning

options arise from setting
limits

in three areas that are
not

mutually exclusive

To limit the

varieties of the products
which are offered:


Tailor activities to deliver
particular varieties, features,
or services across customer
groups (meet a subset of
their needs)

Example: iPhone

To limit the

customers served


based on
needs
:


Tailor activities to meet the
particular needs of a distinct
customer group/purchase
occasion


Example: IKEA


To limit the

customers served


based on
means

to serve


Tailor activities to reach
differently accessible

customers with
similar needs



Example: Dell

Variety Based

Needs Based

Access Based


It
is difficult, if not impossible, to produce all varieties, serve all customer groups, and
deliver all types of value
equally
well




Positioning
” without significant
differences in activities is rarely meaningful

29

Sam Consulting

Putting pieces together . . .

The neighborhood rental car business

30

Sam Consulting

Putting pieces together . . .

Positioning and Activities


Temporary replacement cars or extra cars in the customer’s home city


Ubiquitous, small, inexpensive offices, including on
-
premises offices at
major accounts


Open during normal business


Delivers cars to customers’ homes or rental sites, or customers to cars


Prices 30 percent below airport rates


Acquires new and older cars, favoring soon
-
to
-
be discontinued older
models


Keeps cars six months longer than major rivals


In
-
house reservations system


Grassroots marketing with limited television


Cultivates strong relationships with auto dealerships, body shops, and
insurance adjusters


Hires extroverted college graduates to encourage community interaction
and customer service

31

Sam Consulting

Putting pieces together . . .

FedEx . . . Guaranteed overnight delivery




“Absolutely, Positively Overnight”
1978

1983


“It’s not Just a Package, It’s Your Business”
1987

1988


“Our Most Important Package is Yours”
1991

1994


“Absolutely, Positively Anytime”
1995


“The Way the World Works,”
1996

1998


“Be Absolutely Sure,”
1998

2000


“This is a Job for FedEx,”
2001

2002


“Don’t worry, there’s a FedEx for that,”
2002

2003


“Relax, it’s FedEx,”
2004

2008


"We Understand,"
2009

present


"WeLiveToDeliver"
2009

present

Frederik Smith

32

Sam Consulting

Putting pieces together . . .

Business Architecture spans the
whole

business

Business Strategy

Key

Characteristics

Feelings

Emotions

Benefits

Market Promise

Cash Management Value Proposition

The

customer

value

proposition

focuses

on

both

emotional

and

functional

benefits



Emotional

benefits

are

the

intangible

elements

of

the

proposition

and

delivery

that

influences

how

the

customer

feels

about

the

organization

(e
.
g
.

reliable,

professional

and

secure)


Functional

benefits

are

tangible

elements

or

observable

outcomes

that

the

customer

perceive

of

the

customer

value

proposition


Key

Characteristics

Feelings

Emotions

Benefits

Market Promise

Security

Premium

A car for every
phase of life

For Life

33

Sam Consulting

Putting pieces together . . .


Price


Openning hours


Expertice and product knowledge


Transparency of products and
services


Personlised Services


Friendly service


Risk Management consultancy


Corporate dealers


Speed


Flexible payment terms


Relationship management


Ease of use


Responsiveness


Knowledge


Business Architecture spans the whole business

Business Strategy

Key

Characteristics

Feelings

Emotions

Benefits

Market Promise

Strategy Canvas … Value Curves

Strategy

canvas

achieves

3

main

objectives
:



First,

it

displays

the

present

and

tries

to

predict

future

factors

that

affect

competition

in

an

industry

thereby

showing

the

industry’s

strategic

profile
.



Second,

it

presents

the

strategic

factors

that

are

present

and

that

potential

competitors

invest

in,

thus

giving

their

strategic

profile
.



And

finally,

it

illustrates

the

company’s

strategic

profile

(also

known

as

the

Value

Curve
)

by

showing

which

factors

of

competition

the

company

invests

in

currently

and

possibly

in

the

future
.


This

value

curve

is

the

basic

component

of

the

strategy

canvas
.



34

Sam Consulting

Putting pieces together . . .

Strategy Canvas Video Gaming (for Nintendo Wii)

Sam Consulting

Putting pieces together . . .

The Business Model

36

Sam Consulting

Putting pieces together . . .

Business Architecture spans the
whole

business

Business Strategy

Business Processes

Business Models

Management

External Demands

Strategic Direction

The Market Promise

Customer Value

Organisation

Skills &

Competencies

Goals &

Metrics

Business

Planning

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Q4

Q2

Q1

BC

Q3

Performance

management

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Organisation

Key

Characteristics

Feelings

Emotions

Benefits

Market Promise

Network

37

Sam Consulting

Putting pieces together . . .


A
Business Model

describes the rationale of how an
organization
Creates
,
Delivers
, and
Captures

value
.

Supply

Demand

Value

Proposition

Income

Cost


Who is the customer?


What does the customer value?


How do we make money in this business?


What is the underlying economic logic that,
explains how we can deliver value to customers at
an appropriate cost?

A Business Model is to answer:


A (substitute for a) business strategy
-

even
though many people use the terms
interchangeably today.


A description of a business, a process model, a
business plan, a revenue model, a pricing
strategy, a mathematical model, a transaction
model, a mandate or a list of products.

A Business Model is not:

38

Sam Consulting

Putting pieces together . . .

Supply / Capabilities

Demand / Opportunities

Offering


The Network of suppliers & partners
that, make the
Business Model work


Who are our Key Partners?


Who are our key suppliers?


Which Key Resources are we
acquiring from partners?


Which Key Activities do partners
perform?

Value Network


The bundle of
products

and
services

that create
value

for a
specific Customer Segment


What value do we deliver to the
customer?


Which one of our customer’s
problems are we helping to
solve?


What bundles of products and
services are we offering to each
Customer Segment?


Which customer needs are we
satisfying?


Characteristics:
Newness,
Performance; Customization,
“Getting the Job Done”, Design,
Brand/Status, Price, Cost
Reduction, Risk Reduction,
Accessibility, Convenience or
Usability

Value Proposition


Types of relationships, we establish
with specific Customer Segments


What type of relationship does each
of our Customer Segments expect us
to establish and maintain with them?


Which ones have we established?


How are they integrated with the rest
of our business model?


How costly are they?

Customer Relations


The most important
assets required to make
a Business Model work


What Key Resources do
our Value Propositions
require? Our Distribution
Channels? Customer
Relationships? Revenue
Streams?


Core Resource


Groups of people or
organizations, which we
aim to reach and serve.


For whom are we
creating value?


Who are our most
important customers?


Mass/Niche Market?
Segmented? Diversified?
Multi
-
sided Platform?

Customer Segments


Key Activities and
Processes, to make its
Business Model work


What Key Activities do
our Value Propositions
require? Our Distribution
Channels? Customer
Relationships? Revenue
streams?

Core Processes


How do we communicate
with and reach our
Customer Segments to
deliver our offerings.


How are our Channels
integrated?


Which ones work best?
Most cost
-
efficient?


Integrated with customer
routines?

Distribution channels


The cash we generate from each
Customer Segment.


For what value are our customers
really willing to pay?


For what do they currently pay?


How are they currently paying?


How would they prefer to pay?


How much does each Revenue
Stream contribute to overall
revenues?


All costs incurred to operate a
Business Model.


What are the most important costs
inherent in our business model?


Which Key Resources are most
expensive?


Which Key Activities are most
expensive?


Fixed & Variable costs, Economies of
scale, Economies of scope

Cost Drivers

Income streams





Risk Adjusted Profit

Profit

39

Sam Consulting

Putting pieces together . . .

Supply / Capabilities

Demand / Opportunities

Offering

Nordea:


Nordea Operations Centre


Markets


Trade Project Finance


Nordea Finance

External:


Correspondent banks


CM partner banks (HSBC, BNP Paribas, …)


EBA, Nets, BGC


SWIFT


Value Network


Human capital


Financial assets


IT


Core Resource


Relationship strategy


Customer involvement model in
Product/Service development

Customer Relations


CMB customers


Segment Large


Segment Medium


Segment Small


Institutional &
International



Banks

Customer Segments


(Branch Offices)


(Contact Centres )


Corporate Netbank


SME Netbanks


File based channels


Corporate eGateway



Distribution channels

Account:


Net and Float Interest (corporate
transaction accounts)


B

Transactions


Commission income

Channels


C

Income streams


Staff Cost


IT running costs


IT development


Commission expenses


Other costs


Cost Drivers





Risk Adjusted Profit

Profit

Customer Oriented


Sales & Advisory


Customer onboarding


Customer service

Product Oriented


Product dev & mgt


Operations

Mgmt & Support


Competence & Process dev


Etc.

Core Processes

House Bank for our corp custm.


Maintain Transaction Accounts
that the customer needs for
running the business


Process transactions and
provide information on them


Provide facilities for the customer
to manage liquidity


Provide facilities for the customer
to manage financial risk


Provide a set of secure channels
for exchange of information
between the customer and
Nordea

Supply chain & working capital
services


E
-
invoicing services: connect
companies to their suppliers


Complex offerings in cooperation
with other Nordea units

Value Proposition


Account


Transactions


Channels



Transaction accounts


Domestic payments


International payments


Channels


Treasury services


Fees


Interest


Total transactions

Revenue


Cost =

Operating
Profit

40

Sam Consulting

Putting pieces together . . .

Sam Consulting

Putting pieces together . . .

The Business Processes

42

Sam Consulting

Putting pieces together . . .

Business Architecture spans the
whole

business

Business Strategy

Business Processes

Business Models

Management

External Demands

Strategic Direction

The Market Promise

Customer Value

Organisation

Skills &

Competencies

Goals &

Metrics

Business

Planning

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Q4

Q2

Q1

BC

Q3

Performance

management

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Organisation

Key

Characteristics

Feelings

Emotions

Benefits

Market Promise

Network

43

Sam Consulting

Putting pieces together . . .

Enterprise typical Process Types

Manage Enterprise

L1

Develop Enterprise

L1

Sales and Delivery

L1

Manage Assets


L1

Support the Enterprise

L1

44

Sam Consulting

Putting pieces together . . .

Process

Architecture


Swedish

Apotekets

Sam Consulting

Putting pieces together . . .

The People and the Governance

Players ... and rules of the game

46

Sam Consulting

Putting pieces together . . .

Business Architecture spans the
whole

business

Business Strategy

Business Processes

Business Models

Management

External Demands

Strategic Direction

The Market Promise

Customer Value

Organisation

Skills &

Competencies

Goals &

Metrics

Business

Planning

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Q4

Q2

Q1

BC

Q3

Performance

management

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Organisation

Key

Characteristics

Feelings

Emotions

Benefits

Market Promise

Network

Sam Consulting

Putting pieces together . . .

Oh yeah ... all this ... so what

How to assist an

intelligent business change

... intelligently

48

Sam Consulting

Putting pieces together . . .

Business Strategy

Key

Characteristics

Feelings

Emotions

Benefits

Market Promise

Create

Eliminate

Decrease

Increase

Business Strategy ... and then what ....

49

Sam Consulting

Putting pieces together . . .

Current Business Model

Supply

Demand

Value

Proposition

Income

Cost

Business Plans

Business Plan
(this year)


Set goal and
main activities


Break down
goal and
activities per
opr. unit


Distribute
resources to
units


Result, balance
and cash book

Strategy


The Business Idea


Vision & strategic goals


Main Strategies


Long
-
term goals & KPIs


Follow
-
up and
reporting


Follow
-
up and
align with the
plan


Report

Feedback and Measure


Meetings and feedback


Identify and establish
rectifying measures


New Business Model

Supply

Demand

Value

Proposition

Income

Cost

Current BM

Strategies

Plans

New BM

Tranformation

Execution Orgn

Execution

New BA

Business Strategy

Business Processes

Business Models

Management

Organisation

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Q4

Q2

Q1

BC

Q3

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Innovated

Business Architecture

Execution &

Implementation

Execution

Organisation

Transformation

Scope and Plan

Business Strategies

Create

Increase

Eliminate

Decrease

Change and Transform
to

achieve

the
desired

future

...

50

Sam Consulting

Putting pieces together . . .

Making the Business Competetive

Business Strategy

Business Processes

Business Models

Management

Organisation

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Q4

Q2

Q1

BC

Q3

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

The
Current


Business

Architecture

Business Strategies

Create

Increase

Eliminate

Decrease

New

Substitute

Vendor

Customer

Goals and targets to meet the market
& customer expectations

Business Strategy

Business Processes

Business Models

Management

Organisation

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Q4

Q2

Q1

BC

Q3

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

The
Target


Business

Architecture

Changing the Business

Target Business
-

Current

Business = Change

Needs

۩

۩

۩

۩

۩

۩

۩

۩

۩

۩




A
Business Capability

defines the
organization’s capacity to
successfully perform a unique
business activity. Capabilities:


Are the building blocks of the
business.


Represent stable business
functions.


Are unique and independent from
each other.


Are abstracted from the
organizational model.


Capture the business’ interests.

Capability Map



Using a
Capability Map

offers the
ability to compare/match
-
up
various change initiatives


across
operational units and countries.


Such maps placed on the
timeline

provides a substantial foundation to
plan intelligently and proactively in
order to synchronize the right
investments at the right parts of the
Business.

Capability Map

51

Sam Consulting

Putting pieces together . . .

Making the Business Competetive

Business Strategy

Business Processes

Business Models

Management

Organisation

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Q
4

Q
2

Q
1

BC

Q
3

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Business Strategy

Business Processes

Business Models

Management

Organisation

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Q
4

Q
2

Q
1

BC

Q
3

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

۩

۩

۩

۩

۩

۩

۩

۩

۩

۩

Making the Business Competetive

Business Strategy

Business Processes

Business Models

Management

Organisation

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Q
4

Q
2

Q
1

BC

Q
3

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Business Strategy

Business Processes

Business Models

Management

Organisation

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Q
4

Q
2

Q
1

BC

Q
3

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Making the Business Competetive

Business Strategy

Business Processes

Business Models

Management

Organisation

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Q
4

Q
2

Q
1

BC

Q
3

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Business Strategy

Business Processes

Business Models

Management

Organisation

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Q
4

Q
2

Q
1

BC

Q
3

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Making the Business Competetive

Business Strategy

Business Processes

Business Models

Management

Organisation

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Q
4

Q
2

Q
1

BC

Q
3

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Business Strategy

Business Processes

Business Models

Management

Organisation

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Q
4

Q
2

Q
1

BC

Q
3

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Cost

Profit

Supply

Value

Proposition

Demand

Value

Proposition

Profit

Income

Sam Consulting

Putting pieces together . . .

The Business Plan

53

Sam Consulting

Putting pieces together . . .

The one
-
slide Business plan

As
-
is Situation

Next Step

Key Value
Drivers

To
-
be Situation

Market and
Customer
Situation

Value

Proposition

Organisational &
Infrastructural
Resources

54

Sam Consulting

Putting pieces together . . .

The
Business Strategy

and the
Business Model

components
are reflected in the business plan

As
-
is Situation

Next Step

Key Value Drivers

To
-
be Situation

Market and
Customer
Situation

Value

Proposition

Organisational &
Infrastructural
Resources

Supply

Demand

Value

Proposition

Income

Cost

Supply

Demand

Value

Proposition

Income

Cost

Supply

Demand

Value

Proposition

Income

Cost

55

Sam Consulting

Putting pieces together . . .

Business Planning

As
-
is Situation

Next Step

Key Value Drivers

To
-
be Situation

Market and
Customer
Situation

Industry structure
company’s relative
position in the
market.

Current:


Target Customers?


Relations to the
customers?


Distribution
Channels?

Changes in
company’s relative
position in the
market?


Changes in customer
segments, distribution
channels or customer
relations.

What are the key
market drivers?

Desired relative
position in the
market.


Desired:


Target customers?


Relations to the
customers?


Distribution
Channels?

Value

Proposition

Existing value
proposition:


Product(s)?


Service?


Experience?


Others?

Changes in the value
proposition.

What are the key
customer value
drivers per targeted
customer segment?

Desired value
proposition.


Desired customer
experience.

Organisational &
Infrastructural
Resources

Current:


Core Competences?


Core Processes?


Value Network?


Existing business
infrastructure?

Changes in core
competences, core
processes, core
resources, Value
Network and business
infrastructure.

What are the cost
drivers?

What are the key
performance drivers?


Desired:


Core competences?


Cores processes?


Core resources?


Value Network?


Current /
Traget

business
infrastructure?

Sam Consulting

Putting pieces together . . .

The Business Vision . . .


-

How important is it?

57

Sam Consulting

Putting pieces together . . .

58

Sam Consulting

Putting pieces together . . .

59

Sam Consulting

Putting pieces together . . .

60

Sam Consulting

Putting pieces together . . .

6
0

From Business Mission to IT Initiatives

Strategic Technology Initiatives


Strategic Business Initiatives

and Change Missions

Strategy and Objectives


Mission

Vision and

Core Values

Goals


Intelligent Technology Initiatives are based on the short
-
term
needs of the business (Top
-
line Growth), whilst each step taken
would brings us closer to the long
-
term visions (Competitive
advantage), which are defined by the business.

Not only operational IT. Not only long
-
term considerations.

What we believe in? What we want to be?


Why we exist?

What does it take get there?

What is our
game plan
?

Play
-
by
-
play business tactics to succeed

How to apply technology intelligently to achieve business goals?

Enterprise Architecture