Bringing Architecture Thinking to the People - An introduction into the PEOPLE aspects of designing a business

| ARCHITECTING THE PEOPLE | ENTERPRISE ARCHITECTS © 201 31
FINALv1.0.1–October,2013
PRESENTED BY:
CraigMartin-ChiefArchitect,
Enterprise Architects
An introduction into the PEOPLE aspects of
designing a business
Customerand Employee
BRINGING ARCHITECTURE
THINKING TO THE PEOPLE

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Consumers of Architecture, by Industry
BANKING & FINANCE
TELECOMMUNICATIONS
IT VENDOR ORGANISATIONS
CONSULTING
HEALTHCARE
GOVERNMENT
& DEFENCE
ENERGY &
RESOURCES
LOGISITICSEDUCATION
1
3
2
4
5
6
7 8
9
The size of the image demonstrates the sum of spend on Architecture for each industry. Source: Enterprise Architects

Utility
(Foundation)
Innovate
Build Advantages
Assemble
Prolong
Advantages
Mix
Reduce
Disadvantages
What's business about?
DIFFERENTIATION
The Building Block Analogy

The goal of a good business
model is to address the
advantages and disadvantages
in a coherent manner
The Environment
The Business Model
Market
Model
Products
and Service
Model
Operating
Model
 Markets
 Industries
 Customers
 Market Segment
 Channels
 Customer
Relationships
 Value Proposition
 Offering: Products /
Services
 Capabilities
 Processes / Value
Chains
 Business Services
 Functions
 Data
 Applications
 Technology

Finding the Right Business Mixes
This entails having a clear understanding of the activities required to move from the mystery
space to the algorithm space
Unresolved
Business
Challenges
Rules of thumb
Robust,
repeatable and
replicable
formulas &
processes
Ultimately all innovative
algorithms will become utility.
* From Roger Martin (2009) The Design of Business

ANALYTICAL
THINKING
INTUITIVE
THINKING
GOAL: Reliably produce
consistent, predictable
outcomes
GOAL: Produce outcomes
that meet desired objectives
Coherency requires a balance of goals and
thinking types
The Challenge is identifying the right skills in the organization that are able to traverse the domains of
innovative intuitive thinking, and reliable analytical thinking .
INVESTMENT
TYPICALLY GOES
HERE
NPV
EVA
Operation
Management
Quality
Management
Corporate
Governance
Enterprise
Patterns
Portfolio
Analysis
IT Governance
Value
Engineering
PRINCE2
Six Sigma
& Loan
Business
Intelligence
Strategic
Traceability
Financial
Modelling
Innovation
Management
Business
Analysis
Data
visualisation
Talent
Management
System
Thinking
Mission
Business
Model Design
Stakeholder
Value
TOGAF
Cost
Engineering
Solution
Architecture
Knowledge
Ecosystem
Six Thinking
Hats
Collective
Intelligence
Gamification
Crowdsourcing
Change
Management
Perception
Management
Wicked
Problems
Environmental
Scanning
Brand
Management
Integrative
ThinkingGoals
Capability
Five Forces
Root Cause
Analysis
Product
Management
Search for “The EA
Headspace”

Who is best qualified to operate here?
ANALYTICAL
THINKING
INTUITIVE
THINKING
GOAL: Reliably produce
consistent, predictable
outcomes
GOAL: Produce outcomes
that meet desired
objectives
Certain business disciplines are required to reduce
the time to codify
Key disciplines are required to reduce the time taken to move unresolved business challenges into
reliable and repeatable processes
SHOULD INVESTMENT GO HERE
AND WHO IS QUALIFIED TO
OPERATE HERE?
Unresolved
Business
Challenges
Rules of
thumb
Robust, repeatable
and replicable
processes
Search for
“The EA Headspace”

D
INTUITIVE
THINKING
ANALYTICAL
THINKING
RULES OF
THUMB
The speed of business change requires a discipline that is able to use
the heuristics effectively in order to achieve the desired outcomes
The Environment
The Business Model
Market
Model
Products and
Service
Model
Operating
Model
 Markets
 Industries
 Customers
 Market Segment
 Channels
 Customer
Relationships
Services
 Capabilities
Chains
 Functions
 Data
 Applications
 Technology
Robust, repeatable and replicable processes
Unresolved Business Challenges
Mystery Mystery Mystery
Innovation
Heuristics
Assembly
Heuristics
Mixing
Heuristics
Utility
(Foundation)

The Focus is Moving Upwards
What we are finding is that business challenges are moving further up the knowledge funnel. The lower
levels are becoming commoditised rapidly and the challenge is for those who can find value in mixing the
chunks further up the knowledge funnel
› Process Improvement
› BPM
› Automation. Modules. Components
› Value Stream and Cross Functional
Capabilities
› Capability Based Planning
› Optimal Mixes of Resources
› Business Model Innovation
› Business Model Disruption
› M&A
PROCEDURAL
INSTRUCTION SETS
(Fine grained & atomic
problems)
COMPLEX AND DYNAMIC
(Coarse Grained Composite
problems)
Agility
favours those
who find the
best
heuristics

The Environment
The Business Model
Market Model
Products and
Service Model
Operating
Model
 Markets
 Industries
 Customers
 Market Segment
 Channels
 Customer Relationships
Services
 Capabilities
Chains
 Functions
 Data
 Applications
 Technology
What we have found in large accounts
Lines of responsibility around cohesion and business architecture, are often unclear
Functional
Capabilities
Cross-Functional
Capabilities
EnterpriseCoherency
Capabilities
Strategic
Architecture
Mandate –
Business
Ownership
IT Architecture
Mandate –
IT Ownership
Business
Architecture
Mandate
Undefined
Cohesion Mandate
Undefined - Enterprise Planning Ownership

Capability driven
› Capability driven architectures are designed to support the strategic objectives of an organisation
› Capabilities consist of people, process and technology
› To fully understand a capability the three components exists regardless of their maturity level
One of the means to drive out coherency is through capability based planning
Capability based
planning is one of
the tools that looks
at the best “mix” of
resources required
to develop this
cohesion
Mission
Strategies
Tactics
Vision
Goals
Objectives
Outcome
CAPABILITY
People
Process
Tools

Capability Based Planning
The focus of current capability based planning efforts is still heavily tilted towards
technology and tools. This is often drive by the architecture mandate
CAPABILITY
People
Process
Tools Yes
Maybe
No
Umm..?

Designing for People
Business
Behaviour
Employee
Behaviour
Customer
Behaviour
People & behavioural
capability required to deliver
the motivation and
experience
Customer behaviour
required to meet
objectives
Organizational “behaviour”
required to address the
business motivation
Business
Motivation
Market Insight and strategic
intention

Business Motivation
The motivation aspects need to be identified in order to understand the people
resource of the capability landscape
*Adapted from business motivation model - OMG
Levers
TACTICAL
STRATEGIC
VISIONARYMission
Strategies
Tactics
Vision
Goals
Objectives
MEANS END
Drivers

Business Motivation: The Business Motivation Model
Brings Consistency
The language of strategic planning is often inconsistent – The BMM provides a Consistent Language at
the motivation level
Mission
Strategies
Tactics
Vision
Goals
Objectives
A statement describing the aims,
values and overall plan of an
organisation.
e.g. “To be the leading creator and
protector of wealth.”
A Course of Action that channels
efforts towards objectives
e.g. “Call first-time customers
personally”
The strategic plan.
e.g. “Defend our current customer
base to reduce churn and increase
repeat business”
A concise statement of a desired
change.
e.g. “To be the leading provider of
wealth management services in our
major target markets within the next
5 years.”
The outcome of projects improving
capabilities, process, assets, etc.
e.g. “Develop an operational customer
call centre by June 30, 2015.
What the plan will achieve.
e.g. “Improve customer satisfaction
(over the next five years)”
*Adapted from business motivation model - OMG
“The BMM is a technique in which one determines an ultimate goal and determines
the best strategy for attaining the goal in the current situation”

Business Motivation: From Values to
Principles
Cultural Aspects are identified through the business motivation model
Mission
Strategies
Tactics
Vision
Goals
Objectives
VALUES
PRINCIPLES
CULTURE
Important and lasting beliefs or
ideals shared by
the members of a culture.
Principles are general rules and
guidelines, intended to be
enduring and seldom amended,
that inform and support the
way in which an organization
sets about fulfilling its mission.
The values and behaviours that
contribute to the unique social
and psychological environment
of an organization.

Business Motivation: Understanding Business
Motivation & BehaviourThe architecture discipline seeks to ultimately align motivation with business
behaviour
BUSINESS MOTIVATION MODEL
BUSINESS ANCHOR MODEL
Mission
Strategies
Tactics
Vision
Goals
Objectives
VALUES
PRINCIPLES
CULTURE

Business Motivation: Model Example
This is an example completed version of a business motivation model
EA’s
standard
structure
for a BMM

Business Behaviour
Business behaviour is represented by the various aspects of the business model

Business Behaviour: Example
› To transition the leadership culture from an
operational delivery model based on loyalty and
compliance to one of empowerment, excellence
& innovation as a way of achieving excellence in
customer service.
› Dual challenges of standardization, productivity
and conformity (supported by a command and
control structure) and “employee –profit” chain
(supported by an inspiring business leadership)
› Relatively low level of skill required with high
labour intensity at the bottom of the pyramid.
› 60-70% of the employees have direct customer
interface and there is no substitute to
personalized service, relationship and loyalty
increasing a differentiator
› Repetitive nature of work leading to stress
Hospitality

Business Behaviour: The Business Anchor
Model
The Anchor Model is the “Map of the City”

Business Behaviour: Capability drives out
the outcomes of the motivation model
CAPABILITY
People
Process
Tools
Outcome

Business Behaviour: Capability can be a
complex business abstraction

Business Behaviour: Key Aspect of Capability
is the PEOPLE Resource

Designing for People
Employee
Behaviour
Customer
Behaviour
People & behavioural
capability required to deliver
the motivation and
experience
Customer behaviour
required to meet
objectives
Addressing the PEOPLE aspects has two lenses:
• Customer/Citizen Focus
• Employee Focus

Customer Behaviour: Understand the Experience
Know your customer: The customer personas considered in scope of the review were High Volume, Low Volume and Ad-hoc groups
Customer interaction map : Customer Segment ABC
Sanitised

Customer Behaviour: Understand Touchpoints -
Identify issues in the customer journey
Map the Customer personas into a customer interaction map to come up with the journey through the customer value chain & look for issues
Sanitised

Customer Behaviour: Customers Drivers Across their
Journey
1. EPIC MEANING & CALLING - This is the Core Drive where a person
believes that he is doing something greater than himself or he was
“chosen” to be involved.
2. DEVELOPMENT & ACCOMPLISHMENT - This is the internal drive of
making progress, developing skills, and eventually overcoming
challenges.
3. EMPOWERMENT OF CREATIVITY & FEEDBACK - This is when users
are addicted to a creative process where they have to repeatedly
figure things out and try different combinations.
4. OWNERSHIP & POSSESSION - This is the drive to “want”
something.
5. SOCIAL INFLUENCE & RELATEDNESS - This drive incorporates all
the social elements that drive people – including: mentorship,
acceptance, social responses, companionship, as well
as competition and envy.
6. SCARCITY & IMPATIENCE - This is the drive of wanting something
because you can’t have it.
7. CURIOSITY & UNPREDICTABILITY - Generally, this is a harmless
drive of wanting to find out what actually happens.
8. LOSS & AVOIDANCE - This drive is based upon the avoidance of
something negative happening.
Measure Customer and Employee Drive across the journey
0
5
10
15
20
25
Meaning
Empowerment
Social Pressure
Unpredictability
Avoidance
Scarcity
Ownership
Accomplisment
Target Current *Octalysis

Customer Behaviour: The customer value chain &
Emotional Drivers
Customer Outcome
Customer Expectations
Set-up Integrate Order
Track
and Trace
Receive Query
B C D E F G
Establishing my
account is quick and
simple…
Integration is quick and
easy, with the right
help available
Efficient, with choices
that make it
convenient
I know when the
parcel will arrive
I can find out whether
my items were
delivered;
I get a meaningful
resolution to my
problem
“I want to set-up my account”
“I want to get ready to send
parcels”
“I want to send a shipment”
“I need to know when my items
will arrive”
“I want confirmation that my
items have arrived”
“Something has gone wrong
with my parcel delivery…”
In light of the touchpoints understand the customer value chain and their emotional drivers across the value chain

Customer Behaviour: Understand the
Emotional Roller Coaster of your customers
Incremental, significant or transformation changes required to improve the experience

Business Behaviour meets Customer
Behaviour
What Value Maps are now required to address the sub-optimal customer experience
What are the value maps
required to deliver this outcome

Business Behaviour meets Customer Behaviour
The use of the value stream or cross functional capability methods link the customer experience to
the business model and business behaviour
Standard functional capabilities can
be aligned to a value chain
Cross functional capabilities assemble and mix functional capabilities to
achieve outcomes in the value map or driver tree
Cross functional capabilities each drive out
different outcomes. Underlying functional
capabilities will have varying perspectives of
capability maturity and capability uplift
You can also use cross functional models as scenarios to
test the capability anchor model validity

Business Behaviour meets Employee
Behaviour
What people process and tools are required to address the gap

Linking the Value Streams to the
Performance Model
Understanding value across the “value stream” helps focus Employee Behaviour
Sanitised

Employee Behaviour: Focussing on the
Capability Resources
The Process Layer Plays a Strong Role in assembling capabilities for different outcomes
PROCESS
Sign Up & Integrate
CAPABILITY
20. Information Services Management
CAPABILITY
15. Sales Execution
PROCESS
A1. Explore and compare
potential providers and
services
PROCESS
B2. Sign up and activate
account
PROCESS
C3. Integrate my store
with Australia Post’s API’s
precedes precedes precedes precedes
BUSINESS SERVICE
Customer Sales
Management
BUSINESS SERVICE
Partner Collaboration
PROCESS
C1. Receive information on
how the systems and
processes will work
PROCESS
C2. Install the necessary
hardware / software on
my systems
is realized by
LOGICAL
APPLICATION COMP.
Customer Sales
Management
LOGICAL
APPLICATION COMP.
Enterprise Resource
Planning
LOGICAL
APPLICATION COMP.
Partner Collaboration
Management
LOGICAL
APPLICATION COMP.
Security Management
communicates with communicates with
communicates with
implements
is realized by
implements
ACTOR
Post Staff
DATA ENTITY
Sales Order
ACTOR
Post Staff
participates in participates in
is processed by
consumes
SAP - CRM SAP - ERP auspost.com.a
u
IAM - OIM
is processed by
ACTOR
Fiona
participates in
Customer
CAPABILITY
People
Process
Tools
Connecting these to projects provides valuable
insight into coherency o the capex investment
across the enterprise
Within each process flow, there are
typically four to five capabilities that
make up the process. These typically
correspond to functional silos that
complete each step.
Within each capability, the model
identifies systems or applications that are
used to execute the capability. This is
where the model forms the alignment
between business and IT.
Archimate
Notation

Employee Behaviour
Capability is a complex topic required to address complex relationships

Employee Behavior: Competency
Hard Skills Soft Skills
Behaviour
Indicators
Skilled
Overused
Un-Skilled
Competency
Performance
Criteria
Capability
OutcomesThe definition of competency
varies depending upon which
framework you use. Lominger
excludes hard skills from
competency

1. Business Motivation &
Behaviour: Business
capability model aligned
to value chain
aspirations.
2. Capability description
catalogue
3. Client Capability Model
with Strategic Priorities
Overlay
4. Client Practice Overlay
5. Client Organisation
Scope Overlay and
Competency Heatmap
6. Current assessment and
observations on people
competencies and
recommendations
Case Study Example Deliverables

Phase 2Phase 1 Phase 3 Phase 4
Case Study: Approach
Establish Client Capability Model
- Primary Reference Model
4
Client Strategy Documents
- Vision
1
Stakeholder Interviews
- Context & Behaviour
descriptions
3
Interview Notes
Industry Reference Models
- Content
2
Capability Survey
- Capability Gaps – People Focus7
Interpret Behaviour Descriptions to
identify skilled, overused or
unskilled competencies
5 Recommend Business, Operating
and People Skills aligned to
value chain
8
Developed Strategic Priorities &
Practice Overlays
6
Develop Reference Security
Services Catalogue &
Functional Role Overlay
9
Client Capability Review Report
Sanitised
Sanitised Sanitised

Employee Behaviour
› If factors for job evaluation can be commoditised
across organisations, why not the competencies?
› Total Suite of integrated Business/HR Tools
including instruments for selection, Performance
Management, Personal Development, Team
Performance, Change Management and Succession
Planning.
› Process allows organizations to select a set of
Competencies (success profiles) that can be directly
linked to improved Organizational Capability and
Results.
› Competencies have been correlated and validated
to Performance, Potential, Relationship Skills,
Emotional Intelligence and Myers Briggs.
› 5. Competencies are weighed by difficulty to learn
which has implications for both selection and the
effort required to develop individuals.
› 6. Each competency has a set of practical remedies
and assignments that can be included in a Personal
Development Plan.
Using the Lominger framework
Dr Nisha Leena Sinharoy
EA Consultant and Team Lead

Competency
Mapping
LOMINGER EXAMPLE:
PROBLEM SOLVING
COMPETENCY
UNSKILLED
› Not a disciplined problem solver;
may be stuck in the past, wed to
what worked before
› Has to rework the problem a second
time
› May be a “fire-ready-aim” type
› May get impatient and jump to
conclusions too soon
› May not stop to define and analyze
the problem; doesn’t look under
rocks
› May have a set bag of tricks and pull
unfit solutions from it
› May miss the complexity of the issue
and force-fit it to what he or she is
most comfortable with
› Unlikely to come up with the second
and better solution, ask penetrating
questions, or see hidden patterns
SKILLED
› Uses rigorous logic and
methods to solve difficult
problems with effective
solutions
› Probes all fruitful sources
for answers
› Sees hidden problems
› Is excellent at honest
analysis
› Looks beyond the obvious
and doesn’t stop at the first
answers
OVERUSED
› May tend toward “analysis
paralysis”
› May wait too long to come
to a conclusion
› May not set analysis
priorities
› May get hung up in the
process and miss the big
picture
› May make things overly
complex
› May do too much of the
analysis personally.

Identifying competency uplifts includes understanding
implications of both strengths and challenges/gaps
…it is important to be mindful that the
competency does not become an Overused
Skilled*. In situations where a competency is
identified as an Overused Skill, compensating
competencies can support to balance the
behaviours
If a competency is a strength…
If a competency is a challenge or a gap…
…the key call out is that Unskilled* behaviours
are being demonstrated. Identifying substitute
competencies will assist in bridging the gap as
work is undertaken to develop the gap
* Overused skill & Unskilled are terms used in the Lominger Framework
Skilled behaviours
• Has the functional and technical knowledge and skills to do the job at a high
level of accomplishment
• Is the ‘go-to’ person when problem solving functional/technical challenges
• Is considered the subject matter expert
Functional/
Technical Skills
The ability to explore new applications or enhancements
to assist staff and to provide better customer service
through technology while understanding the impact of
technological changes on the organisation
Overused Skill
• May overdevelop or depend upon
technical and functional knowledge
• May use deep technical knowledge
and skills to avoid ambiguity and risk
• May be seen as too narrow in
approach when problem solving
Unskilled
• Not up to functional or technical
proficiency
• May be stuck in past skills and
technologies
• Lack of detail orientation to go deep
• May not make the time to learn
Compensators:
Creativity, Innovation
Management, Intellectual
Horsepower, Learning on the Fly,
Personal Learning. Perspective,
Problem Solving, Stranding
Alone, Strategic Agility
Substitutes:
Business Acumen, Delegation,
Directing Others, Intellectual
Horsepower, Learning on the
Fly, Listening, Perspective,
Priority Setting, Technical
Learning
For example:
Using this approach, we identified compensators
(Competencies that counter balance overused skills) and
substitutes for the strengths, challenges and gaps identified
as a baseline of competency considerations. We also then
identified competency requirements in alignment with the
regional aspirations and functional requirements to
propose the following framework
The Lominger
Framework
recommends that
no more than 3
compensators or
substitutes are
identified for
development

Employee Behaviour: Case Study
The more mature part of the industry views capability as people focussed
Sanitised

Client
Capability
Model
Q1 Does your area have this
capability today?
Q2 Will your area require this
capability to meet growth
aspirations?
Q3 How would you rate people
competency currently?
Capability Survey
Team Scope Overlays
& scope analysis
Team Competency Overlay
& hotspot analysis
The scope of each
team’s capability and
the major gaps
and overlaps
Capabilities with people
competency hotspots
We asked… To understand…
Strategic Priority Overlay
& priority analysisClient Plan-on-a-Page
SUPPORTING CAPABILITIES
PRODUCT &SERVICE
STRATEGY SERVICE DESIGN SALES SERVICE TRANSITION SERVICE OPERATIONS
CUSTOMER
MANAGEMENT
We mapped the 15 strategic priorities to capabilities…
Client Strategic Priorities Overlay
Baseline & People Assessment
Employee Behavior: Case Study. Mixing Views to Address
Competency
1
2
3
Sanitised
Sanitised
Sanitised
Sanitised
Sanitised Sanitised
Sanitised

0
1
2
3
ProductStrategyManagement
ProductInnovationManagement
ProductPortfolioManagement
CustomerInsightManagement
ServiceStrategyManagement
ServiceInnovationManagement
ServicePortfolioManagement
ServiceDemandCreation
SolutionStrategy
Designcoordination
SolutionDesign
SolutionIntegration
SolutionRequirementsManagement
ServiceLevelDesign
OfferDevelopment
MarketingAnalysis
MarketingStrategy
MarketingExecution
SalesPlanning
SalesRelationshipManagement
SalesExecution
PricingandContractManagement
ChannelStrategy&Planning
ChannelDevelopment
ChannelExecution
DemandManagement
ResourceManagement
Program&ProjectManagement
RequirementsManagement
ServiceDesignandBuildManagement
Changeevaluation
ChangeManagement
Release&deploymentmanagement
Serviceasset&configurationmanagement
Servicevalidation&testing
ResourceProvisioning
ResourceTroubleManagement
ResourcePerformanceManagement
ResourceDataCollection&Distribution
InventoryManagement
WarehouseManagement
DistributionManagement
Accessmanagement
Eventmanagement
Incidentmanagement
Problemmanagement
Requestfulfilment
ITServiceSecurityManagement
ITServiceContinuityManagement
ServiceLevelManagement
CapacityManagement
AvailabilityManagement
CustomerRelationshipManagement
CustomerExperienceManagement
CustomerContractManagement
CustomerReportingManagement
CustomerAccountingManagement
CustomerInformationManagement
PartnerStrategyManagement
PartnerEngagementManagement
PartnerReadinessManagement
PartnerRequisitionManagement
PartnerProblemManagement
PartnerPerformanceManagement
PracticeStrategy
BusinessDevelopment
TechnologyInsight
PracticeKnowledgeManagement
Consulting&Advisory
BusinessManagement&Optimisation
ServiceImprovement
ProcessImprovement
GovernanceManagement
ProcessControlManagement
BenefitsManagement
RiskManagement
QualityManagement
MeasuresandReportingManagement
aC
ENABLING CAPABILITIES
PRODUCT & SERVICE
STRATEGY
SERVICE DESIGN SALES SERVICE TRANSITION SERVICE OPERATIONS CUSTOMER
MANAGEMENT
Case Study: For most areas, people were challenged due
to process and resource constraints but still able to
perform
Pain point level by capability
Service strategy and offer creation operating almost in pilot stage – Client has intent to take
leadership and grow through Service Creation team and Practices
1
Demand management for solutioning and delivery is responsive but tactical – increased
transparency and visibility of the sales pipeline would allow for proactive planning
2
Many pain points raised across project, change, release and configuration management – the
PM competency underpins these other capabilities and work is being done to improve
3
A lack of organization around supporting capabilities has lead to teams employing their own
processes, introduces inefficiency and varying levels of quality
4
Observations and Insights
A review process and tool impacts and uplifts underway on capability will
support a refined and focused view of competency only hotspots
Mapping to capability model
* CDU not available
at time of print
3
4
3
2
1
Good
Average
Poor
Sanitised

Case Study: Competencies to support a business adapting to
high volume of change and growth are recommended as a focus
• Business Acumen
• Perspective
• Priority Setting
• Global Business
Knowledge
• Cross-Cultural
Resourcefulness
• Non-Strategic
• Lack of Composure
• Customer Focus
• Drive for Results
• Learning on the Fly
• Dealing with Ambiguity
• Cross Cultural Agility
• Assignment Hardiness
• Humility
• Overdependence on a
Single Skill
• Performance Problems
• Poor Administrator
• Informing
• Interpersonally Savvy
• Managing Diversity
• Cross Cultural
Sensitivity
• Organizational
Positioning Skills
• Blocked Personal
Learner
• Unable to Adapt to
Differences
Business
Skills
Operating
Skills
People
Skills
Individual Management Career Blockers

Case Study: Outcome
› The outcome for Client was a competency framework to move from a product centric organization to a service
centric, customer intimate organization.
› We gave them the behaviour descriptions on what to aspire to in order to address their business motivations
› A people roadmap and change program was not delivered and would be the next phase
› Behaviour change aspects and design are also needed for the next phase ie. how do we AFFECT the behaviours of
the staff to move towards the future state ?
› What types of employee drivers do you want to address in moving from current to future capability improvement? -
Extrinsic vs. intrinsic motivators

Q&A

Bringing Architecture Thinking to the People - An introduction into the PEOPLE aspects of designing a business

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