SlideShare a Scribd company logo
1 of 43
Download to read offline
EQUTY DERIVATIVES GROUP

Designing the business around the experience
Bringing the customer and the business together as one

Mike Clark, Business Designer
EQUTY DERIVATIVES GROUP

Something to Consider

Evolution of customer service
EQUTY DERIVATIVES GROUP

Historically it was almost impossible to reach organisations
but things changed and broke this invisible wall down
EQUTY DERIVATIVES GROUP

The customer is now almost part of the organisation,
they have the power to make or break an organisation
EQUTY DERIVATIVES GROUP

The challenge

A need to understand and deliver the right things to our customers
A need for a common language across all business areas, including the customer
A need for a view of our business and the customer to understand impacts of change
A greater need for an adaptive operating model
A need for a single view of our customer
A need to consistently deliver innovative offerings which meet the needs of customer
EQUTY DERIVATIVES GROUP

Customer and their needs?
EQUTY DERIVATIVES GROUP

Work Needs

Personal Needs

The reason customers use our offerings, is to get jobs done in their lives.
Without these needs, we would have no customers.
EQUTY DERIVATIVES GROUP

Customer as a person
EQUTY DERIVATIVES GROUP

Customer and their metrics

Customers use a set of metrics (performance measure) to judge
how well a need is being fulfilled and a how an offering performs
EQUTY DERIVATIVES GROUP

Customer interactions
Customers are able to interact with the organisation through a variety of channels.
In some cases the customer feels part of the organisation
due to the vast amount of information now available.
EQUTY DERIVATIVES GROUP

Customer and their Brand Perceptions

Customers now have so much choice, the brand message and
customers perception of the organisation become more crucial
EQUTY DERIVATIVES GROUP

How has Architecture responded?
EQUTY DERIVATIVES GROUP

Build a bridge between all business areas
EQUTY DERIVATIVES GROUP

Adopted a variety of frameworks
Integrating the
Federal EA
Framework
and Reference
Models

itec

rch
ity A

ture

uts
ssc
Cro
al

ur
Sec

ent
rtm
epa
D

file
Pr o
Se

cu

al
al
al
al
al
al
al
nc
nc
nc
nc
nc
nc
nic

rity

ch
ch
ch
ch
ch
ch
ch

Sys
tem
s

Te
Te
Te
Te
Te
Te
Te

ion
ss
Mi
OA als”
B & rtic
LO “Ve

Strategy
PRM

Business
BRM

Information & Data

DRM

on
mm

Applications & Services

Co

SRM

Operational

Technology Infrastructure
TRM

ENTERPRISE ARCHITECTURE - A FRAMEWORK
DATA

What

FUNCTION

How

NETWORK

Where

PEOPLE

Who

TIME

When

MOTIVATION

Why

SCOPE
(CONTEXTUAL)

List of Things Important
to the Business

Planner

ENTITY = Class of
Business Thing

Function = Class of
Business Process

Node = Major Business
Location

e.g. Semantic Model

e.g. Business Process Model

e.g. Business Logistics
System

Ent = Business Entity
Reln = Business Relationship

Proc. = Business Process
I/O = Business Resources

Node = Business Location
Link = Business Linkage

e.g. Logical Data Model

e.g. Application Architecture

e.g. Distributed System
Architecture

Ent = Data Entity
Reln = Data Relationship

Proc .= Application Function
I/O = User Views

Node = I/S Function
(Processor, Storage, etc)
Link = Line Characteristics

People = Role
Work = Deliverable

Time = System Event
Cycle = Processing Cycle

End = Structural Assertion
Means =Action Assertion

e.g. Physical Data Model

e.g. System Design

e.g. Technology Architecture

e.g. Presentation Architecture

e.g. Control Structure

e.g. Rule Design

Ent = Segment/Table/etc.
Reln = Pointer/Key/etc.

ENTERPRISE
MODEL
(CONCEPTUAL)

Owner

List of Processes the
Business Performs

TM

SYSTEM
MODEL
(LOGICAL)

Designer
TECHNOLOGY
MODEL
(PHYSICAL)

Builder
DETAILED
REPRESENTATIONS
(OUT-OFCONTEXT)
SubContractor
FUNCTIONING
ENTERPRISE

List of Locations in which
the Business Operates

List of Organizations
Important to the Business

People = Major Organizations

Time = Major Business Event

e.g. Work Flow Model

e.g. Master Schedule

People = Organization Unit
Work = Work Product

e.g. Human Interface
Architecture

Proc.= Computer Function
I/O = Data Elements/Sets

Node = Hardware/System
Software
Link = Line Specifications

e.g. Data Definition

e.g. Program

e.g. Network Architecture

Ent = Field
Reln = Address

Proc.= Language Stmt
I/O = Control Block

Node = Addresses
Link = Protocols

People = Identity
Work = Job

e.g. DATA

e.g. FUNCTION

e.g. NETWORK

e.g. ORGANIZATION

John A. Zachman, Zachman International (810) 231-0531

List of Events Significant
to the Business

People = User
Work = Screen Format

e.g. Security Architecture

Time = Business Event
Cycle = Business Cycle

e.g. Processing Structure

Time = Execute
Cycle = Component Cycle
e.g. Timing Definition

Time = Interrupt
Cycle = Machine Cycle
e.g. SCHEDULE

List of Business Goals/Strat

Ends/Means=Major Bus. Goal/
Critical Success Factor

e.g. Business Plan

End = Business Objective
Means = Business Strategy
e.g., Business Rule Model

End = Condition
Means = Action
e.g. Rule Specification

End = Sub-condition
Means = Step
e.g. STRATEGY

SCOPE
(CONTEXTUAL)

Planner
ENTERPRISE
MODEL
(CONCEPTUAL)

Owner
SYSTEM
MODEL
(LOGICAL)

Designer
TECHNOLOGY
MODEL
(PHYSICAL)

Builder
DETAILED
REPRESENTATIONS
(OUT-OF
CONTEXT)

SubContractor
FUNCTIONING
ENTERPRISE

ting
era
Op

E

ron
nvi

nt
me
EQUTY DERIVATIVES GROUP

Developed a toolbox of standards, methods and competencies
EQUTY DERIVATIVES GROUP
Custo
mer

Offer
in g

s

Capa

bilitie

Locat

s

Proce
ss

ions

Built out the stock room of the business, which
enables reuse, traceability and common language
EQUTY DERIVATIVES GROUP

Used the stock room to create integrated viewpoints
EQUTY DERIVATIVES GROUP

Enabled the organisation to build holistic views

q  Enabling business planning teams & executive teams
to build strategies with a clear view of horizontal
business impacts
q  Enabling the business to prioritise business and IT
transformation programmes
q  Enabling rapid impact analysis, providing
transparency into complex business challenges that
cross business units boundaries.
q  Providing a common language across the wider
organisation.

Milan Guenther / Intersection
EQUTY DERIVATIVES GROUP

Organisation and the customer aligned?
EQUTY DERIVATIVES GROUP

Have we solved the customer challenges?

Through all the efforts of architecture and standardisation,
why do customers still feel frustrated?
EQUTY DERIVATIVES GROUP

The Gap
EQUTY DERIVATIVES GROUP

Thinking differently
EQUTY DERIVATIVES GROUP

Bringing Design into Architecture
EQUTY DERIVATIVES GROUP

Incorporating Design with architecture enables us to focus
on the experience of the customer with an alignment to
business delivery.
By designing the business around the experience (instead of
the experience around the business) you create a more
customer focused organisation.
EQUTY DERIVATIVES GROUP

The customer is brought into architecture
EQUTY DERIVATIVES GROUP

A gap will be filled

Full outside in and inside out alignment
EQUTY DERIVATIVES GROUP

Achieve Full Impact Analysis

We start to understand what channels customers use across
their lifecycle and what the impacts of a change would be
EQUTY DERIVATIVES GROUP

Creation of a new approach

Mike Clark 2013
EQUTY DERIVATIVES GROUP
EQUTY DERIVATIVES GROUP

We create a standard view of customer
EQUTY DERIVATIVES GROUP

The New Model

Mike Clark & Nick Malik 2013
EQUTY DERIVATIVES GROUP

New Viewpoints

Mike Clark & Milan Guenther 2013
EQUTY DERIVATIVES GROUP

We adopt a new approach to change
EQUTY DERIVATIVES GROUP

We start to focus on the needs the business serves,
and how they serve them
EQUTY DERIVATIVES GROUP

We can then think about the ends and means (products,
pricing and channels) and how they effect the offerings
EQUTY DERIVATIVES GROUP

Then consider how the business builds its offerings
(capabilities product bundling and including regulatory aspects)
EQUTY DERIVATIVES GROUP

Finally consider how the business will grow
(focus on the end in mind)
EQUTY DERIVATIVES GROUP

The benefits
EQUTY DERIVATIVES GROUP

Customer needs consistently aligned to the delivery
Needs/design

Deliver/Manage
By understanding the tasks our customer performs we are able to align these
to the various offerings and capabilities the business requires to put in place
to enable the customer needs
EQUTY DERIVATIVES GROUP

The business is designed around the experience

Milan Guenther / Intersection

Being able to align the customer needs with the business delivery
ensures that customers get what they want
EQUTY DERIVATIVES GROUP

What else is in it for you?

Create a 360 view of the organisation
Architecture rigor to customer design
Focused marketing, targeting the right customers, through the right channels
Architecture aligned to the experience ensures the business model is designed around the
customer.
Business change focused on the customer experience and service delivery
Creates a solid brand message, enhancing the sale of existing and new offerings
Focusing on the customers need identifies gaps in our capability delivery
Drive offerings driven strategies, which are centered around the need of people
EQUTY DERIVATIVES GROUP

Thank you
EQUTY DERIVATIVES GROUP

Mike Clark
Business Designer
Independent Consultant
@mclark497
uk.linkedin.com/in/michaelclark01
http://bridging-the-gap.me

More Related Content

What's hot

How to use Business Model Canvas to design projects
How to use Business Model Canvas to design projectsHow to use Business Model Canvas to design projects
How to use Business Model Canvas to design projectsJörgen Dahlberg
 
On business capabilities, functions and application features
On business capabilities, functions and application featuresOn business capabilities, functions and application features
On business capabilities, functions and application featuresJörgen Dahlberg
 
Business by Design
Business by DesignBusiness by Design
Business by DesignCraig Martin
 
Using Business Architecture to Facilitate a North American Business Model at ...
Using Business Architecture to Facilitate a North American Business Model at ...Using Business Architecture to Facilitate a North American Business Model at ...
Using Business Architecture to Facilitate a North American Business Model at ...Daniel Lambert, M. Sc.
 
An introduction to agile business analysis
An introduction to agile business analysisAn introduction to agile business analysis
An introduction to agile business analysisDennis Stevens
 
Practical Application of Business Architecture
Practical Application of Business Architecture Practical Application of Business Architecture
Practical Application of Business Architecture Enterprise Architects
 
UNDERSTANDING BUSINESS ARCHITECTURE A COMPREHENSIVE COURSE
UNDERSTANDING BUSINESS ARCHITECTURE   A COMPREHENSIVE COURSEUNDERSTANDING BUSINESS ARCHITECTURE   A COMPREHENSIVE COURSE
UNDERSTANDING BUSINESS ARCHITECTURE A COMPREHENSIVE COURSEAmit Midha
 
Business Architecture: Overview
Business Architecture: OverviewBusiness Architecture: Overview
Business Architecture: OverviewChris Moloney
 
Lean agile capability analysis talk capability analysis
Lean agile capability analysis talk   capability analysisLean agile capability analysis talk   capability analysis
Lean agile capability analysis talk capability analysisDean Stevens
 
Cultivating A Strategic Perspective
Cultivating A Strategic PerspectiveCultivating A Strategic Perspective
Cultivating A Strategic PerspectiveMike Brown
 
FuturePharma 2018, Boston
FuturePharma 2018, BostonFuturePharma 2018, Boston
FuturePharma 2018, BostonNeil Keene
 
Supply Chain Business Capability Model
Supply Chain Business Capability ModelSupply Chain Business Capability Model
Supply Chain Business Capability ModelCIOPages
 
Project Management For Sustainable Business Development
Project Management For Sustainable Business DevelopmentProject Management For Sustainable Business Development
Project Management For Sustainable Business DevelopmentJie Wang
 
Behavioral Skills Toolkit | by ex-Deloitte Consultants
Behavioral Skills Toolkit | by ex-Deloitte ConsultantsBehavioral Skills Toolkit | by ex-Deloitte Consultants
Behavioral Skills Toolkit | by ex-Deloitte ConsultantsAurelien Domont, MBA
 
"Moving From a Feature Factory to User Value Creation Organization" by Michae...
"Moving From a Feature Factory to User Value Creation Organization" by Michae..."Moving From a Feature Factory to User Value Creation Organization" by Michae...
"Moving From a Feature Factory to User Value Creation Organization" by Michae...Productized
 
Business toolkit in Powerpoint and Excel
Business toolkit in Powerpoint and ExcelBusiness toolkit in Powerpoint and Excel
Business toolkit in Powerpoint and ExcelAurelien Domont, MBA
 
Daniel zacarias - Productized Masterclasses
Daniel zacarias - Productized MasterclassesDaniel zacarias - Productized Masterclasses
Daniel zacarias - Productized MasterclassesProductized
 
Lessons learned becoming a Product-Centric Organisation
Lessons learned becoming a Product-Centric OrganisationLessons learned becoming a Product-Centric Organisation
Lessons learned becoming a Product-Centric OrganisationToby Sinclair
 
Peppersand rogersgrp whitepaper_ms_dynamicscrm_07_2011_a4_highres
Peppersand rogersgrp whitepaper_ms_dynamicscrm_07_2011_a4_highresPeppersand rogersgrp whitepaper_ms_dynamicscrm_07_2011_a4_highres
Peppersand rogersgrp whitepaper_ms_dynamicscrm_07_2011_a4_highresSuruli Kannan
 

What's hot (20)

How to use Business Model Canvas to design projects
How to use Business Model Canvas to design projectsHow to use Business Model Canvas to design projects
How to use Business Model Canvas to design projects
 
On business capabilities, functions and application features
On business capabilities, functions and application featuresOn business capabilities, functions and application features
On business capabilities, functions and application features
 
Business by Design
Business by DesignBusiness by Design
Business by Design
 
Using Business Architecture to Facilitate a North American Business Model at ...
Using Business Architecture to Facilitate a North American Business Model at ...Using Business Architecture to Facilitate a North American Business Model at ...
Using Business Architecture to Facilitate a North American Business Model at ...
 
An introduction to agile business analysis
An introduction to agile business analysisAn introduction to agile business analysis
An introduction to agile business analysis
 
Practical Application of Business Architecture
Practical Application of Business Architecture Practical Application of Business Architecture
Practical Application of Business Architecture
 
UNDERSTANDING BUSINESS ARCHITECTURE A COMPREHENSIVE COURSE
UNDERSTANDING BUSINESS ARCHITECTURE   A COMPREHENSIVE COURSEUNDERSTANDING BUSINESS ARCHITECTURE   A COMPREHENSIVE COURSE
UNDERSTANDING BUSINESS ARCHITECTURE A COMPREHENSIVE COURSE
 
Business Architecture: Overview
Business Architecture: OverviewBusiness Architecture: Overview
Business Architecture: Overview
 
Lean agile capability analysis talk capability analysis
Lean agile capability analysis talk   capability analysisLean agile capability analysis talk   capability analysis
Lean agile capability analysis talk capability analysis
 
Cultivating A Strategic Perspective
Cultivating A Strategic PerspectiveCultivating A Strategic Perspective
Cultivating A Strategic Perspective
 
FuturePharma 2018, Boston
FuturePharma 2018, BostonFuturePharma 2018, Boston
FuturePharma 2018, Boston
 
Supply Chain Business Capability Model
Supply Chain Business Capability ModelSupply Chain Business Capability Model
Supply Chain Business Capability Model
 
Project Management For Sustainable Business Development
Project Management For Sustainable Business DevelopmentProject Management For Sustainable Business Development
Project Management For Sustainable Business Development
 
Behavioral Skills Toolkit | by ex-Deloitte Consultants
Behavioral Skills Toolkit | by ex-Deloitte ConsultantsBehavioral Skills Toolkit | by ex-Deloitte Consultants
Behavioral Skills Toolkit | by ex-Deloitte Consultants
 
"Moving From a Feature Factory to User Value Creation Organization" by Michae...
"Moving From a Feature Factory to User Value Creation Organization" by Michae..."Moving From a Feature Factory to User Value Creation Organization" by Michae...
"Moving From a Feature Factory to User Value Creation Organization" by Michae...
 
Business Capability Analysis
Business Capability AnalysisBusiness Capability Analysis
Business Capability Analysis
 
Business toolkit in Powerpoint and Excel
Business toolkit in Powerpoint and ExcelBusiness toolkit in Powerpoint and Excel
Business toolkit in Powerpoint and Excel
 
Daniel zacarias - Productized Masterclasses
Daniel zacarias - Productized MasterclassesDaniel zacarias - Productized Masterclasses
Daniel zacarias - Productized Masterclasses
 
Lessons learned becoming a Product-Centric Organisation
Lessons learned becoming a Product-Centric OrganisationLessons learned becoming a Product-Centric Organisation
Lessons learned becoming a Product-Centric Organisation
 
Peppersand rogersgrp whitepaper_ms_dynamicscrm_07_2011_a4_highres
Peppersand rogersgrp whitepaper_ms_dynamicscrm_07_2011_a4_highresPeppersand rogersgrp whitepaper_ms_dynamicscrm_07_2011_a4_highres
Peppersand rogersgrp whitepaper_ms_dynamicscrm_07_2011_a4_highres
 

Similar to BCS 2013 - Designing the business around the experience

Cwin16 tls-capgemini-business-architecture-open-group-2016
Cwin16 tls-capgemini-business-architecture-open-group-2016Cwin16 tls-capgemini-business-architecture-open-group-2016
Cwin16 tls-capgemini-business-architecture-open-group-2016Capgemini
 
Sxsw New Rules for the New Bubble 031211
Sxsw New Rules for the New Bubble 031211Sxsw New Rules for the New Bubble 031211
Sxsw New Rules for the New Bubble 031211Stanford University
 
Business_Exploration_Services_26may1999
Business_Exploration_Services_26may1999Business_Exploration_Services_26may1999
Business_Exploration_Services_26may1999Mark Kozak-Holland
 
Business Architecture as an Approach to Connect Strategy & Projects
Business Architecture as an Approach to Connect Strategy & ProjectsBusiness Architecture as an Approach to Connect Strategy & Projects
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
 
How to create a pitch deck - Sequoia Capital Pitch Deck Template
How to create a pitch deck - Sequoia Capital Pitch Deck TemplateHow to create a pitch deck - Sequoia Capital Pitch Deck Template
How to create a pitch deck - Sequoia Capital Pitch Deck TemplateAhmad El-Saeed
 
Steve blank sxsw new rules for the new bubble 031211
Steve blank  sxsw new rules for the new bubble 031211Steve blank  sxsw new rules for the new bubble 031211
Steve blank sxsw new rules for the new bubble 031211Sheila Goodman
 
UNDERSTANDING BUSINESS ARCHITECTURE A COMPREHENSIVE COURSE
UNDERSTANDING BUSINESS ARCHITECTURE   A COMPREHENSIVE COURSEUNDERSTANDING BUSINESS ARCHITECTURE   A COMPREHENSIVE COURSE
UNDERSTANDING BUSINESS ARCHITECTURE A COMPREHENSIVE COURSEAmit Midha
 
Why Startups Are _Not_ Small Versions of Large Companies
Why Startups Are _Not_ Small Versions of Large CompaniesWhy Startups Are _Not_ Small Versions of Large Companies
Why Startups Are _Not_ Small Versions of Large CompaniesStanford University
 
The Aleanda Group Q3 2009
The Aleanda Group Q3  2009The Aleanda Group Q3  2009
The Aleanda Group Q3 2009Aleanda
 
Lighthouse thinking (TM), Small, Simple Steps to Extraordinary Success
Lighthouse thinking (TM), Small, Simple Steps to Extraordinary SuccessLighthouse thinking (TM), Small, Simple Steps to Extraordinary Success
Lighthouse thinking (TM), Small, Simple Steps to Extraordinary SuccessHaydn Shaughnessy
 
Business Model Schools of thought *UPDATED*
Business Model Schools of thought *UPDATED*Business Model Schools of thought *UPDATED*
Business Model Schools of thought *UPDATED*Bruce Starcher
 
Vision and Mission - Strategic Decision Making
Vision and Mission - Strategic Decision MakingVision and Mission - Strategic Decision Making
Vision and Mission - Strategic Decision MakingHarish Lunani
 
Business Operations Analysis Proposal PowerPoint Presentation Slides
Business Operations Analysis Proposal PowerPoint Presentation SlidesBusiness Operations Analysis Proposal PowerPoint Presentation Slides
Business Operations Analysis Proposal PowerPoint Presentation SlidesSlideTeam
 

Similar to BCS 2013 - Designing the business around the experience (20)

Cwin16 tls-capgemini-business-architecture-open-group-2016
Cwin16 tls-capgemini-business-architecture-open-group-2016Cwin16 tls-capgemini-business-architecture-open-group-2016
Cwin16 tls-capgemini-business-architecture-open-group-2016
 
Understanding Business Architecture
Understanding Business ArchitectureUnderstanding Business Architecture
Understanding Business Architecture
 
Sxsw New Rules for the New Bubble 031211
Sxsw New Rules for the New Bubble 031211Sxsw New Rules for the New Bubble 031211
Sxsw New Rules for the New Bubble 031211
 
Business_Exploration_Services_26may1999
Business_Exploration_Services_26may1999Business_Exploration_Services_26may1999
Business_Exploration_Services_26may1999
 
Business Architecture as an Approach to Connect Strategy & Projects
Business Architecture as an Approach to Connect Strategy & ProjectsBusiness Architecture as an Approach to Connect Strategy & Projects
Business Architecture as an Approach to Connect Strategy & Projects
 
How to create a pitch deck - Sequoia Capital Pitch Deck Template
How to create a pitch deck - Sequoia Capital Pitch Deck TemplateHow to create a pitch deck - Sequoia Capital Pitch Deck Template
How to create a pitch deck - Sequoia Capital Pitch Deck Template
 
Steve blank sxsw new rules for the new bubble 031211
Steve blank  sxsw new rules for the new bubble 031211Steve blank  sxsw new rules for the new bubble 031211
Steve blank sxsw new rules for the new bubble 031211
 
Business Model Canvas
Business Model CanvasBusiness Model Canvas
Business Model Canvas
 
ERADA M3 S1 - Business Model Design
ERADA M3 S1 - Business Model DesignERADA M3 S1 - Business Model Design
ERADA M3 S1 - Business Model Design
 
TLE 5.pptx
TLE 5.pptxTLE 5.pptx
TLE 5.pptx
 
Recro company profile 2016
Recro company profile 2016Recro company profile 2016
Recro company profile 2016
 
UNDERSTANDING BUSINESS ARCHITECTURE A COMPREHENSIVE COURSE
UNDERSTANDING BUSINESS ARCHITECTURE   A COMPREHENSIVE COURSEUNDERSTANDING BUSINESS ARCHITECTURE   A COMPREHENSIVE COURSE
UNDERSTANDING BUSINESS ARCHITECTURE A COMPREHENSIVE COURSE
 
Why Startups Are _Not_ Small Versions of Large Companies
Why Startups Are _Not_ Small Versions of Large CompaniesWhy Startups Are _Not_ Small Versions of Large Companies
Why Startups Are _Not_ Small Versions of Large Companies
 
48 hours customer development
48 hours customer development48 hours customer development
48 hours customer development
 
How to build Rome in a day
How to build Rome in a dayHow to build Rome in a day
How to build Rome in a day
 
The Aleanda Group Q3 2009
The Aleanda Group Q3  2009The Aleanda Group Q3  2009
The Aleanda Group Q3 2009
 
Lighthouse thinking (TM), Small, Simple Steps to Extraordinary Success
Lighthouse thinking (TM), Small, Simple Steps to Extraordinary SuccessLighthouse thinking (TM), Small, Simple Steps to Extraordinary Success
Lighthouse thinking (TM), Small, Simple Steps to Extraordinary Success
 
Business Model Schools of thought *UPDATED*
Business Model Schools of thought *UPDATED*Business Model Schools of thought *UPDATED*
Business Model Schools of thought *UPDATED*
 
Vision and Mission - Strategic Decision Making
Vision and Mission - Strategic Decision MakingVision and Mission - Strategic Decision Making
Vision and Mission - Strategic Decision Making
 
Business Operations Analysis Proposal PowerPoint Presentation Slides
Business Operations Analysis Proposal PowerPoint Presentation SlidesBusiness Operations Analysis Proposal PowerPoint Presentation Slides
Business Operations Analysis Proposal PowerPoint Presentation Slides
 

Recently uploaded

Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 

Recently uploaded (20)

Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 

BCS 2013 - Designing the business around the experience

  • 1. EQUTY DERIVATIVES GROUP Designing the business around the experience Bringing the customer and the business together as one Mike Clark, Business Designer
  • 2. EQUTY DERIVATIVES GROUP Something to Consider Evolution of customer service
  • 3. EQUTY DERIVATIVES GROUP Historically it was almost impossible to reach organisations but things changed and broke this invisible wall down
  • 4. EQUTY DERIVATIVES GROUP The customer is now almost part of the organisation, they have the power to make or break an organisation
  • 5. EQUTY DERIVATIVES GROUP The challenge A need to understand and deliver the right things to our customers A need for a common language across all business areas, including the customer A need for a view of our business and the customer to understand impacts of change A greater need for an adaptive operating model A need for a single view of our customer A need to consistently deliver innovative offerings which meet the needs of customer
  • 7. EQUTY DERIVATIVES GROUP Work Needs Personal Needs The reason customers use our offerings, is to get jobs done in their lives. Without these needs, we would have no customers.
  • 9. EQUTY DERIVATIVES GROUP Customer and their metrics Customers use a set of metrics (performance measure) to judge how well a need is being fulfilled and a how an offering performs
  • 10. EQUTY DERIVATIVES GROUP Customer interactions Customers are able to interact with the organisation through a variety of channels. In some cases the customer feels part of the organisation due to the vast amount of information now available.
  • 11. EQUTY DERIVATIVES GROUP Customer and their Brand Perceptions Customers now have so much choice, the brand message and customers perception of the organisation become more crucial
  • 12. EQUTY DERIVATIVES GROUP How has Architecture responded?
  • 13. EQUTY DERIVATIVES GROUP Build a bridge between all business areas
  • 14. EQUTY DERIVATIVES GROUP Adopted a variety of frameworks Integrating the Federal EA Framework and Reference Models itec rch ity A ture uts ssc Cro al ur Sec ent rtm epa D file Pr o Se cu al al al al al al al nc nc nc nc nc nc nic rity ch ch ch ch ch ch ch Sys tem s Te Te Te Te Te Te Te ion ss Mi OA als” B & rtic LO “Ve Strategy PRM Business BRM Information & Data DRM on mm Applications & Services Co SRM Operational Technology Infrastructure TRM ENTERPRISE ARCHITECTURE - A FRAMEWORK DATA What FUNCTION How NETWORK Where PEOPLE Who TIME When MOTIVATION Why SCOPE (CONTEXTUAL) List of Things Important to the Business Planner ENTITY = Class of Business Thing Function = Class of Business Process Node = Major Business Location e.g. Semantic Model e.g. Business Process Model e.g. Business Logistics System Ent = Business Entity Reln = Business Relationship Proc. = Business Process I/O = Business Resources Node = Business Location Link = Business Linkage e.g. Logical Data Model e.g. Application Architecture e.g. Distributed System Architecture Ent = Data Entity Reln = Data Relationship Proc .= Application Function I/O = User Views Node = I/S Function (Processor, Storage, etc) Link = Line Characteristics People = Role Work = Deliverable Time = System Event Cycle = Processing Cycle End = Structural Assertion Means =Action Assertion e.g. Physical Data Model e.g. System Design e.g. Technology Architecture e.g. Presentation Architecture e.g. Control Structure e.g. Rule Design Ent = Segment/Table/etc. Reln = Pointer/Key/etc. ENTERPRISE MODEL (CONCEPTUAL) Owner List of Processes the Business Performs TM SYSTEM MODEL (LOGICAL) Designer TECHNOLOGY MODEL (PHYSICAL) Builder DETAILED REPRESENTATIONS (OUT-OFCONTEXT) SubContractor FUNCTIONING ENTERPRISE List of Locations in which the Business Operates List of Organizations Important to the Business People = Major Organizations Time = Major Business Event e.g. Work Flow Model e.g. Master Schedule People = Organization Unit Work = Work Product e.g. Human Interface Architecture Proc.= Computer Function I/O = Data Elements/Sets Node = Hardware/System Software Link = Line Specifications e.g. Data Definition e.g. Program e.g. Network Architecture Ent = Field Reln = Address Proc.= Language Stmt I/O = Control Block Node = Addresses Link = Protocols People = Identity Work = Job e.g. DATA e.g. FUNCTION e.g. NETWORK e.g. ORGANIZATION John A. Zachman, Zachman International (810) 231-0531 List of Events Significant to the Business People = User Work = Screen Format e.g. Security Architecture Time = Business Event Cycle = Business Cycle e.g. Processing Structure Time = Execute Cycle = Component Cycle e.g. Timing Definition Time = Interrupt Cycle = Machine Cycle e.g. SCHEDULE List of Business Goals/Strat Ends/Means=Major Bus. Goal/ Critical Success Factor e.g. Business Plan End = Business Objective Means = Business Strategy e.g., Business Rule Model End = Condition Means = Action e.g. Rule Specification End = Sub-condition Means = Step e.g. STRATEGY SCOPE (CONTEXTUAL) Planner ENTERPRISE MODEL (CONCEPTUAL) Owner SYSTEM MODEL (LOGICAL) Designer TECHNOLOGY MODEL (PHYSICAL) Builder DETAILED REPRESENTATIONS (OUT-OF CONTEXT) SubContractor FUNCTIONING ENTERPRISE ting era Op E ron nvi nt me
  • 15. EQUTY DERIVATIVES GROUP Developed a toolbox of standards, methods and competencies
  • 16. EQUTY DERIVATIVES GROUP Custo mer Offer in g s Capa bilitie Locat s Proce ss ions Built out the stock room of the business, which enables reuse, traceability and common language
  • 17. EQUTY DERIVATIVES GROUP Used the stock room to create integrated viewpoints
  • 18. EQUTY DERIVATIVES GROUP Enabled the organisation to build holistic views q  Enabling business planning teams & executive teams to build strategies with a clear view of horizontal business impacts q  Enabling the business to prioritise business and IT transformation programmes q  Enabling rapid impact analysis, providing transparency into complex business challenges that cross business units boundaries. q  Providing a common language across the wider organisation. Milan Guenther / Intersection
  • 19. EQUTY DERIVATIVES GROUP Organisation and the customer aligned?
  • 20. EQUTY DERIVATIVES GROUP Have we solved the customer challenges? Through all the efforts of architecture and standardisation, why do customers still feel frustrated?
  • 23. EQUTY DERIVATIVES GROUP Bringing Design into Architecture
  • 24. EQUTY DERIVATIVES GROUP Incorporating Design with architecture enables us to focus on the experience of the customer with an alignment to business delivery. By designing the business around the experience (instead of the experience around the business) you create a more customer focused organisation.
  • 25. EQUTY DERIVATIVES GROUP The customer is brought into architecture
  • 26. EQUTY DERIVATIVES GROUP A gap will be filled Full outside in and inside out alignment
  • 27. EQUTY DERIVATIVES GROUP Achieve Full Impact Analysis We start to understand what channels customers use across their lifecycle and what the impacts of a change would be
  • 28. EQUTY DERIVATIVES GROUP Creation of a new approach Mike Clark 2013
  • 30. EQUTY DERIVATIVES GROUP We create a standard view of customer
  • 31. EQUTY DERIVATIVES GROUP The New Model Mike Clark & Nick Malik 2013
  • 32. EQUTY DERIVATIVES GROUP New Viewpoints Mike Clark & Milan Guenther 2013
  • 33. EQUTY DERIVATIVES GROUP We adopt a new approach to change
  • 34. EQUTY DERIVATIVES GROUP We start to focus on the needs the business serves, and how they serve them
  • 35. EQUTY DERIVATIVES GROUP We can then think about the ends and means (products, pricing and channels) and how they effect the offerings
  • 36. EQUTY DERIVATIVES GROUP Then consider how the business builds its offerings (capabilities product bundling and including regulatory aspects)
  • 37. EQUTY DERIVATIVES GROUP Finally consider how the business will grow (focus on the end in mind)
  • 39. EQUTY DERIVATIVES GROUP Customer needs consistently aligned to the delivery Needs/design Deliver/Manage By understanding the tasks our customer performs we are able to align these to the various offerings and capabilities the business requires to put in place to enable the customer needs
  • 40. EQUTY DERIVATIVES GROUP The business is designed around the experience Milan Guenther / Intersection Being able to align the customer needs with the business delivery ensures that customers get what they want
  • 41. EQUTY DERIVATIVES GROUP What else is in it for you? Create a 360 view of the organisation Architecture rigor to customer design Focused marketing, targeting the right customers, through the right channels Architecture aligned to the experience ensures the business model is designed around the customer. Business change focused on the customer experience and service delivery Creates a solid brand message, enhancing the sale of existing and new offerings Focusing on the customers need identifies gaps in our capability delivery Drive offerings driven strategies, which are centered around the need of people
  • 43. EQUTY DERIVATIVES GROUP Mike Clark Business Designer Independent Consultant @mclark497 uk.linkedin.com/in/michaelclark01 http://bridging-the-gap.me