BCS 2013 - Designing the business around the experience

EQUTY DERIVATIVES GROUP

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

Mike Clark, Business Designer


Something to Consider

Evolution of customer service


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


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


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

The challenge


Customer and their needs?


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

Work Needs Personal Needs


Customer as a person


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

Customer and their metrics


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.


Customer and their Brand Perceptions

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


How has Architecture responded?


Build a bridge between all business areas


Strategy

Business

Information & Data

Applications & Services

Technology Infrastructure

PRM

BRM

DRM

SRM

TRM

Integrating theFederal EAFramework

and ReferenceModels

Common Operating Environment

Secu

rity P

rofil

e

Security Architecture

LOB & OA Mission

“Verticals”

Departmental Crosscuts

e.g. DATA

ENTERPRISE ARCHITECTURE - A FRAMEWORK

Builder

SCOPE(CONTEXTUAL)

MODEL(CONCEPTUAL)

ENTERPRISE

Designer

SYSTEMMODEL(LOGICAL)

TECHNOLOGYMODEL(PHYSICAL)

DETAILEDREPRESEN- TATIONS(OUT-OF- CONTEXT)

Sub-Contractor

FUNCTIONINGENTERPRISE

DATA FUNCTION NETWORK

e.g. Data Definition

Ent = FieldReln = Address

e.g. Physical Data Model

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

e.g. Logical Data Model

Ent = Data EntityReln = Data Relationship

e.g. Semantic Model

Ent = Business EntityReln = Business Relationship

List of Things Importantto the Business

ENTITY = Class ofBusiness Thing

List of Processes theBusiness Performs

Function = Class ofBusiness Process

e.g. Application Architecture

I/O = User ViewsProc .= Application Function

e.g. System Design

I/O = Data Elements/SetsProc.= Computer Function

e.g. Program

I/O = Control BlockProc.= Language Stmt

e.g. FUNCTION

e.g. Business Process Model

Proc. = Business ProcessI/O = Business Resources

List of Locations in which the Business Operates

Node = Major BusinessLocation

e.g. Business Logistics System

Node = Business LocationLink = Business Linkage

e.g. Distributed System

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

e.g. Technology Architecture

Node = Hardware/SystemSoftware

Link = Line Specifications

e.g. Network Architecture

Node = AddressesLink = Protocols

e.g. NETWORK

Architecture

Planner

Owner

Builder

ENTERPRISEMODEL

(CONCEPTUAL)

Designer

SYSTEMMODEL

(LOGICAL)

TECHNOLOGYMODEL

(PHYSICAL)

DETAILEDREPRESEN-

TATIONS (OUT-OF

CONTEXT)

Sub-Contractor

FUNCTIONING

MOTIVATIONTIMEPEOPLE

e.g. Rule Specification

End = Sub-conditionMeans = Step

e.g. Rule Design

End = ConditionMeans = Action

e.g., Business Rule Model

End = Structural AssertionMeans =Action Assertion

End = Business ObjectiveMeans = Business Strategy

List of Business Goals/Strat

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

List of Events Significant

Time = Major Business Event

e.g. Processing Structure

Cycle = Processing CycleTime = System Event

e.g. Control Structure

Cycle = Component CycleTime = Execute

e.g. Timing Definition

Cycle = Machine CycleTime = Interrupt

e.g. SCHEDULE

e.g. Master Schedule

Time = Business EventCycle = Business Cycle

List of Organizations

People = Major Organizations

e.g. Work Flow Model

People = Organization UnitWork = Work Product

e.g. Human Interface

People = RoleWork = Deliverable

e.g. Presentation Architecture

People = UserWork = Screen Formate.g. Security Architecture

People = IdentityWork = Job

e.g. ORGANIZATION

Planner

Owner

to the BusinessImportant to the Business

What How Where Who When Why

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

SCOPE(CONTEXTUAL)

Architecture

e.g. STRATEGYENTERPRISE

e.g. Business Plan

TM

Operational

Systems

Technical

Operational

Systems

Technical

Operational

Systems

Technical

Operational

Systems

Technical

Operational

Systems

Technical

Operational

Systems

Technical

Operational

Systems

Technical

Adopted a variety of frameworks


Developed a toolbox of standards, methods and competencies


Capabilities Process

Offerings

Locations

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

Customer


Used the stock room to create integrated viewpoints


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.

Enabled the organisation to build holistic views

Milan Guenther / Intersection


Organisation and the customer aligned?


Have we solved the customer challenges?

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


The Gap


Thinking differently


Bringing Design into Architecture


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.


The customer is brought into architecture


A gap will be filled

Full outside in and inside out alignment


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

Achieve Full Impact Analysis


Creation of a new approach

Mike Clark 2013



We create a standard view of customer


The New Model

Mike Clark & Nick Malik 2013


New Viewpoints

Mike Clark & Milan Guenther 2013


We adopt a new approach to change


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


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


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


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


The benefits


Customer needs consistently aligned to the delivery

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

Needs/design

Deliver/Manage


The business is designed around the experience

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

Milan Guenther / Intersection


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

What else is in it for you?


Thank you


Mike Clark

Business Designer Independent Consultant

@mclark497

uk.linkedin.com/in/michaelclark01

http://bridging-the-gap.me