The Future-State Business Capability Model How-To is a series to help IT and architecture practitioners think about a few key steps to build a future-state business capability model to influence business and technology senior leaders and executive decision makers. Part 1 ran last week and looked at the first two steps to creating a strategy-defined project planning model: understanding the goals of the organization and determining the architectural scope model to use. This post explores the steps to actually defining and implementing your planning model.
Step 3: Define the plan to develop your future state capability model
- Determine if your organization requires a current state capability model. If your organization does not have a current state capability model, this may be an easier exercise to initiate dialogue and understand the concept.
- Identify how the corporate goals and strategy are applicable to the future state lifecycle. If required, translate the corporate goal to the applicable lifecycle. For example, a Corporate Revenue Goal can be translated into order transaction volume, number of newly hired associates, number of marketing campaigns or new product launches.
- Determine your standard definitions to categorize your capabilities. For example, Core vs. Differentiate is a foundational interpretation. Determine what capabilities are “core” (something required to keep our business running) vs “differentiating” (something that has a direct impact on our growth). This is a helpful reference for modeling: CEB’s Business Architecture Handbook.
Continue reading “Data and Architecture: Business Capability Future State How-To, Pt. 2”
Does your organization need to improve strategic investments and prioritize investments? Do you feel confident in the objectivity of your investment and spend decisions? Are you constrained with annual budget allocations and have to make tough decisions year-over-year with running the business work or “keeping the lights on” versus transformational projects?
Establish a process to integrate an environment of many complex organizational capabilities to simplify and inform specific business outcomes through a future-state business capability model.
Portfolio Planning Prioritization 1.0 (in our blog series) features a way to prioritize investments from a “bottoms-up” perspective, as featured in the figure. The prioritization model identifies current or upcoming projects based on strategic drivers (key elements that align to organizational strategy, key portfolio data, and business value/outcomes) and detractors (elements that reduce value based on longer time periods, cost, and organizational readiness). Although this model is a good way to make data-driven prioritization decisions for the portfolio, it does assume that the organization has identified the critical must-have business capabilities needed to advance the business.
Continue reading “Data and Architecture: Business Capability Future State How-To, Pt. 1”
To effectively prioritize an organization’s collection of work, including operational services and projects to support products and innovation, leading organizations develop standard evaluation criteria to make data-driven decisions. These data-driven decisions help leadership make the right investments and ensure the organization is working on the most impactful work to improve competitive advantage. An organization’s decision makers should build simple and clear data requirements to enhance decision making and to better inform leadership and stakeholders.
Portfolio planning is the alignment of an organization’s corporate strategy to data-driven decisions about capabilities and resources to achieve desired business outcomes. Effective portfolio planning and management capabilities should provide the organization with dashboards, reports, and analytics to inform better decision making.
Continue reading “Data and Architecture: Data-Driven Portfolio Decision Making”
Happy Friday, everyone.
When I was a reporter in Livingston, Montana, I wrote a story about a massive infrastructure campaign that was just kicking off — new sewer and water lines across town, changing traffic flows and redesigning streets, new green spaces and public art. I interviewed the primary architect, and he told me that the designs were influenced by A Pattern Language, published in 1977. That book has fascinated me; from the placement of a single window to the layout of an entire central business district, it breaks down the patterns of human behavior and then analyzes design techniques that best reinforce the desired patterns for a given space. It doesn’t say what should be done; it simply uses patterns to say if you want to accomplish Goal A, use Design Technique B.
In a roundabout way, this week’s series of links look at patterns and how they influence behavior.
Continue reading “Five Links: Pattern Recognition Edition”
One of the challenges of IT management is to balance the enterprise portfolio with initiatives that deliver on objectives and outcomes with varying timeframes and differing investment categories. Yet this balance is key to run, grow, and transform the business now and over time.
Balancing the enterprise portfolio is important to deliver on initiatives within short (within the fiscal year), medium (1 to 2 years) and long (over 2 years) timeframes. This is part of the advice for a lean startup.
Source: Gartner PPM & IT Governance Summit 2016 – Secrets of Prioritizing IT Demand – Audrey Apfel
Continue reading “Portfolio Management: Balancing the Portfolio”
To effectively plan and execute a technology-driven service or product offering, IT and business leaders should start with business architecture. Business architecture is the essential building block for mapping an organization’s business vision of what they want to accomplish. Business architecture is one of the four enterprise architecture domains – including data, applications and technology.
Continue reading “Data and Architecture Simplified, pt. 3: Business Architecture – The Core Diagram”
Does your organization need to reduce costs and improve efficiencies? Start with a process-first approach. Before you dive into what software tool to implement or select a new solution to address a business challenge, understand your existing business processes. What steps does your organization take within the business processes? Are things manual? Can you automate and improve the way you do business?
Continue reading “Data and Architecture, pt 2: Process Improvement”
Your business needs to better use its data — but what does that mean? Context matters. Data governance, reporting and analytics, business intelligence. When you approach your data architecture, first start with asking the right questions that solve business challenges. What data does the sales team need to increase sales by x %? What data does the engineering team need to work on and innovate products that provide competitive advantage?
Similar questions have inspired companies to disrupt markets. Uber started with asking questions like, how can we optimize drivers at the right locations with the most customer demand? How can we give consumers the ability to call a cab with a click of a button? Tomasz Tunguz highlights similar examples in his book Winning with Data, where he states that “the best data-driven companies operationalize data.” To operationalize data is where companies can use the right data to rapidly change the way they operate.
In order to use the right data, ask the right questions. Gartner states exactly this, “Ask the right questions” in the 2015 article Big Data Analytics Failures and How to Prevent Them. Simply, what problem or toughest business challenge is your company trying to solve with data?
At the foundation and beginning practice of enterprise architecture, dating back to the 70’s with the Zachman Framework, the principle question related to data was “what data is needed to list the things most important to the business?” The framework focuses on the “what”, what is needed, in order to produce the right enterprise, data and technology models for the best use of data.
In order to harness the “Power of Data”, HBR suggests that companies start with the business problem in mind, and then “seek to gain insights from vast amounts of data.” With stating the specific business problem, companies can narrow the search and refine how they are going to find data-driven answers to their most challenging business problems.
With a finite budget, resources, and capacity for change, your enterprise is challenged with how to effectively manage budgets. Prioritization within the enterprise portfolio is key to optimizing the right spend for the right initiatives. Using key prioritization data for the portfolio helps with determining what to focus on.
Continue reading “Enterprise investment management simplified: Budget efficiencies”
To build on investing in the right things, at the right time, the enterprise should prioritize top strategic initiatives within the enterprise portfolio. Using data to inform prioritization decisions is key. Executives and senior leaders want top initiatives to align to strategy, objectives, measurable business outcomes and financial factors (defined in the business case, which was covered in my previous post).
A Prioritization Scorecard calculates priority data that is needed to inform decisions, which are strategic drivers, or key values that align to strategic goals, and detractor information, key values that take away from the project. The data attributes for the key values should be taken directly from the business case. The key outcome is using this scorecard data to generate collective buy-in from senior leadership on top strategic priorities.
Continue reading “Enterprise investment management simplified: Prioritization”