Create a Business Architecture Practice

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Challenge

Lead a blended team of employees and consults to develop a new Business Architecture Practice for a Fortune 100 Supply Chain and Retail corporation.  The new practice has to be developed from the ground up in the organization and integrated with the executive team, lines of business in addition to the existing Enterprise Architecture Practice and Portfolio & Project Management Office.

Approach

An incremental roadmap was prioritized to drive the development of multiple capabilities of the new practice with independent maturation curves based on the time to incremental and immediate value for the organization.   The initial capability selected was the development of the enterprise Business Process Modeling group and supporting toolsets and repositories.   Vendor and technology evaluations preceded the implementation of the modeling environments and modeling teams were integrated into active projects.   High value / revenue value chains were identified and modeled for the organization allowing for impact and future state planning.   The process model created a bases for addition capabilities around Value Chaining, Process Blue Printing, Process Valuation, Business Technology Management and Governance integration points.

Outcome

The practice became a strategic asset for the corporation and at the forefront of strategic planning and transformation initiatives.  It provided a key integration point for the business across IT, operations and cross line of business efforts. Over several years the practice continued to expand to support strategy planning around opportunity and risk management,  impact analysis,  business intelligence, decision support and executive dashboards.  As business architecture matured,  it was able to lend its best practices to mature other groups around the enterprise.

Skills

  • Capability Development
  • Business Process Modeling (BPM)
  • Business Process Blueprinting (BPB)
  • Business Process Valuation (BPV)
  • Value Chain Management (VCM)
  • Business Technology Management (BTM)
  • Enterprise Service Level Agreements (ESLAM)
  • Governance
  • Opportunity and Risk Management
  • Business Intelligence
  • Executive Dashboards
  • Technology Evaluations
  • Communication Management
  • Project Management
  • Change Mangement

 

C: SV

Digital Transformation to Enterprise Architecture Practice

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Challenge

A Global Fortune 50 insurance corporation was launching a Digital Transformation initiative to support many new business initiatives.  The existing Enterprise Architecture team need to mature many of its internal capabilities to support many new digital platform technologies and vendors while also enabling business, marketing and IT development teams to launch new projects.   Enterprise Architecture would also need to become a more real-time practice that cross integrated directly with business units and marketing in order be create more agility within the organization.  In addition, they would be supporting the Program Management Office in scoping and prioritizing projects and IT Development teams direct in the development of new architectures.

Approach

An incremental roadmap was prioritized to drive the development of multiple capabilities of the evolving Enterprise Architecture Practice.   New digital platforms and technology solutions would be identified and evaluated for adoption.   New vendor and solution partners would correspondingly be selected for partnerships.  Solution areas represented big data, business intelligence, cloud computing, mobile, marketing, and social media.  For each area, new architectures, frameworks, standards and technical governance models would be established and integrated across the organization.  New resource planning and estimating models would be developed and revised with implementation experience.  New opportunity & risk models would be incorporated into strategic planning and business leader planning sessions.

Outcome

Over a several year period,  the Enterprise Architecture Practice drastically transformed the digital capabilities of the company allowing business units to engage with customers and partners through entirely new solutions and increase the ability of the business to move rapidly in the digital space.  The practice transformed from a classic Enterprise Architecture team to a fully integrated practice across the matrix of the corporation.  It became an enabler to planning and execution serving as a directly engaged resource to business and IT groups.  It provided a key integration point for the business across IT, operations and cross line of business efforts.  Given the cross matrix integration,  it also became a key component in driving alignment, standards and collecting new forms of decision support data for the enterprise.

Skills

  • Capability Development
  • Digital Transformation
  • Business Technology Management (BTM)
  • Enterprise Service Level Agreements (ESLAM)
  • Technology Lifecycle Management (TLM)
  • Enterprise Licensing Management (ELM)
  • Vendor Relationship Management (VRM)
  • Governance
  • Opportunity and Risk Management
  • Architecture Playbook
  • Standards Development
  • Planning
  • Road mapping
  • Budgeting
  • Communication Management
  • Project Mangement
  • Change Management
  • Transformation Management

Industry

Insurance, Financial

C: AZ

Enterprise Architecture Management of a 150+ Active Project Portfolio

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Challenge

A Global 100 global insurance corporation was transforming a large number of core legacy system to next generation technology platforms.  Most of these systems were core mission critical systems for the business.  This required multiple systems to be migrated at the same time due to complex dependencies and performance requirements.  This lead to a very large development, contractor and vendor resource based to be engaged and hundreds of projects to be launched, synchronized and aligned over several years.

Approach

A multi-year roadmap was prioritized to drive wide scale migration of legacy systems into new technology platforms.   This required Enterprise Architecture to evaluate and select new platforms and vendors while implementing a new Agile development methodology for the enterprise.   The new development technologies also required new toolsets, repositories, testing and deployment process and governance models.  Solution playbooks containing the architectural standards where also developed to span application, infrastructure, data, integration and security models.   A portfolio of over 150+ active projects were managed across a blended teams of employees, consultants and vendor specialists.   New Enterprise Portfolio Management methodologies where implemented and integrated across the executive leadership team, lines of business and the Project Management Office.

Outcome

Over a several year period,  the Enterprise Architecture Practice managed the implementation, synchronization and alignment of hundreds of inter-dependent IT projects.  This enabled the business to move off a number of siloed legacy systems that were mission critical to the business.   The migration to new technology platforms created new agility for business units are drove an internal digital transformation for the enterprise.  Due to the management complexity the capability of Enterprise Portfolio Management was developed and matured by providing new sources of business intelligence that changed strategic planning going forward.

Skills

  • Capability Development
  • Enterprise Portfolio Management (EPM)
  • Governance
  • Digital Transformation
  • Business Technology Management (BTM)
  • Enterprise Service Level Agreements (ESLAM)
  • Technology Lifecycle Management (TLM)
  • Enterprise Licensing Management (ELM)
  • Vendor Relationship Management (VRM)
  • Service Oriented Architecture (SOA)
  • Software Development Lifecycle Management (SDLC)
  • Agile
  • Opportunity and Risk Management
  • Architecture Playbook
  • Standards Development
  • Strategic Planning
  • Business Intelligence
  • Planning
  • Road mapping
  • Budgeting
  • Communication Management
  • Project Mangement
  • Change Management
  • Transformation Management

Industry

Insurance, Financial

C: AZ

Building Enterprise Architecture to Transform Business Legacy Systems to a Service Oriented Architecture

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Challenge

A Fortune 100 global marketing corporation was creating an brand new Enterprise Architecture Practice for the entire organization to migrate an extensive number of legacy systems into a enterprise wide and integrated Service Oriented Architecture.  This multi-year initiative would be overseeing a massive portfolio of IT projects to redesign and migrate the solutions to new technology including cloud and on premise solutions.  Enterprise wide redesigns would include mission critical systems, technology platforms, security, and data platforms.

Approach

A multi-year roadmap was prioritized to drive the development of multiple capabilities of the evolving Enterprise Architecture Practice.   New technology platforms and  would be identified and evaluated for adoption.   New vendor and solution partners would correspondingly be selected for partnerships.  The Enterprise Architecture practice was developed from the ground up including team development, capability development and cross-enterprise integration.  Senior executives, from across the enterprise, worked closely with the Enterprise Architecture leadership team to prioritize the core systems for migration and drive organizational alignment and integration to strategic planning budgeting for the mass migrations.  Enterprise Architecture drove many parallel paths both in building up their team, establishing the new technology platforms, defining standards, integrating governance and deep integration to implementation teams with new forms of Agile development methodologies.  A new master data model was established across the entire enterprise as older legacy system silos were refactored into a universally shared set of enterprise services that created more agility for business needs.

Outcome

Over a several year period,  the Enterprise Architecture Practice developed into a strategic capability for the corporation.  They played a key role in redesigning the IT landscape and transforming the business from one that was handicapped by legacy systems to one that had the agility too rapidly create new solutions through a strong services layer of functionality.  The new technologies also enabled a digital transformation across the business as new technologies could be rapidly integrated into the core business process both for internal collaboration/productive, as well as, for customer and partner facing solutions.

Skills

  • Capability Development
  • Digital Transformation
  • Business Technology Management (BTM)
  • Enterprise Service Level Agreements (ESLAM)
  • Technology Lifecycle Management (TLM)
  • Enterprise Licensing Management (ELM)
  • Vendor Relationship Management (VRM)
  • Service Oriented Architecture (SOA)
  • Cloud Computing
  • Governance
  • Opportunity and Risk Management
  • Architecture Playbook
  • Standards Development
  • Planning
  • Road mapping
  • Budgeting
  • Communication Management
  • Project Mangement
  • Change Management
  • Transformation Management

Industry

Marketing, Advertising, Loyalty

C: CMW

Branding Workshops Part II – Internal Focus

 

Word Cloud Strategic Planning

Branding is many times looked at a marketing exercise senior executives should consider that the work of defining one’s vision mission and values lays a strong foundation when looking at the implications for building internal culture and process.  Starting at the top of the strategic planning hierarchy,  brand can set the vision set the tone and compass for that the organization will take.  The work is only beginning at this point as a further and more in-depth look must be taken for mapping values across the organization.   Many values based analysis tends to stay at the brand level and speak to the overall values to convey in the marketing.  Having individual departments conduct their own values exercise is a great way to understand how different areas of the business see themselves within the organizational structures.  At the center of this methodology that Cheval Partners uses are exercises to help team and managers conduct value identification and prioritization.

Many interesting insights come out of the exercise:

  1. There are usually vast differences between functional areas.   This would be natural to expect as some are focused on customer service,  others on operational aspects and some focused on building new areas of the business.   This should be looked at as health as each group has its own focus.   What is critical is to start to define value chains within the organization and begin to understand when values or standard operating procedures are in conflict with the overriding values of the entire chain.
  2. Study different levels of the management hierarchy.   Is their alignment to purpose or conflict.   This can be a good indicator that the incentive models in the organization are created correctly or have become more political than mission based. A shiny mission statement about teamwork does not fix a culture of infighting.
  3. A close look must be paid to management values and team values.   Many times the root cause when managers are focused on politics are tuned into that conversation and missing the team is aligned on the mission.   This is where the danger of a culture where managers are only working to please their boss and climb to the next level creates the most conflict.   Leaders need to focus their managers on supporting the team’s mission and through that success be rewarded.
  4. When values are in conflict,  one has to establish ground rules for value basing ( or debasing).    A simple example are two teams in a value chain that are focused on speed vs. quality or depth of service vs. market growth.   In most cases general 80/20 policies can help guide teams in mainstream decisions.   Its when the exception comes along that escalation to leadership needs not only a decision, but the directives to how both teams will receive mutual benefits, especially for the team that might have to concede in some way or metric to the greater good.   It is in these times  of exceptions that culture is built and cross-team collaboration can be celebrated
  5. Value base shifts.  In a time where markets are driving rapid innovation and agility, values are also subject to change.  Now that said,  core values do not change!   I’m talking about the shift of focus and values of teams in various functions of the organization that are undergoing change.   Long standing and successful teams build a conviction behind their values and past successes.  It is important to re-address what the value shifts may be explicitly during times of change.

With a the values exercise in place and constantly managed.  An organization is now ready to begin process and governance phases of organizational design or change.   Branding can be a powerful catalyst around identify,  but making the organization align to deliver on the brand promise is even a greater challenge.    I will dive into more details of the values based exercises and then move into dynamic governance models in future blogs.