BzA+CX= &DEMYSTIFYING STRATEGYBUSINESS ARCHITECTURE + CLIENT EXPERIENCE = MAGIC

Alyson Riley Roth & Kristin Schroeder© 2017 Mayo Clinic. All rights reserved.

Images (except those in “The Tale”) © Shutterstock and used with permission.

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ALYSON RILEY ROTH KRISTIN SCHROEDER

StrategicActivatorMaximizerInputIdeation

RelatorSignificance

CommunicationWoo

Command

roth.alyson@mayo.edu schroeder.kristin@mayo.edu

Manager—Client ExperienceDept. of Laboratory Medicine & Pathology, Mayo Clinic (previous: IBM)

Areas of expertise: vision, turning strategy into action, client experience strategy, content strategy, communication, leadership

I care about:making the complex clear, client experience as both servant and driver of transformational business strategy, excellence, creativity, kindness, laughter

Manager—Business ArchitectureDept. of Laboratory Medicine & Pathology, Mayo Clinic

(previous: Schwan’s)

Areas of expertise:business architecture, business analysis,

transformational change, coaching/mentoring, influencing without authority, building relationships

I care about:adding value, collaboration, teamwork, excellence,

making a difference, being challenged, winning, PEOPLE

WHO ARE THESE PEOPLE ANYWAY?

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CONTENTSProblem & Punchlinewhat this presentation is all about

Princessesa true story of how we started down this path

Partnershipthe nature of the BzA and CX collaboration

Process & Productsthe process and templates we created to bring BzA and CX together

Processinglessons learned to help you get started

good idea to leave now if this isn’t what you signed up for—we promise we won’t judge you

QUESTIONShow of hands:

How good is your organization at turning strategy into execution?

great—good—average—needs improvement—needs therapy

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Part 1

problem & punchline

6THE PROBLEM: WHAT MATTERS?

How do you know you’re working on the right stuff?

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8PUNCHLINE

business architecture and client experiencetogether bring clarity and focus

to ambiguous and challenging business strategy―it’s hard work, but once you’re there it’s

unicorns & puppies

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Part 2

princesses

10TWO PRINCESSES: A TRUE TALE

A long time ago, in a land far, far away, there lived two princesses.

Each princess lived in her own beautiful tower—each could see the other from her tower, and they would wave to each other frequently because they were both members of the same royal family and they were friends, too.

Sometimes the two princesses would send messages to each other in the form of PowerPoint charts tied to the leg of a carrier pigeon with elegant gold thread.

The two princesses sent chart after chart after chart, but didn’t realize they were using slightly different languages and saying the exact same things to each other.

One princess would say, “I am the princess of strategy-to-execution because I love business architecture,” while the other princess would say “I am the princess of future directions because I love client experience strategy”—they would both nod politely, because they liked each other, but each secretly thought “What the….?”

And they both secretly thought “I and I alone am the princess of strategy.”

Then one day the ruler of the land held a grand ball in which all members of the royal family and various courtiers were present, and at that ball, in front of the assembled glitterati, one princess offended the royal sensibilities of the other princess by challenging her self-image as princess of strategy.

So the two princesses finally had to sit down and talk.

And after a long conversation, the two princesses made some royal decisions:

They decided to come down out of their towers.

They decided to create a new language so they could actually talk with each other.

They decided to build some new things for the benefit of their land, starting with a shiny new bridge between their towers and open doors so that all could enter.

And now we’ll tell you exactly what that bridge looked like….

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Hi! Hi!

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? ?

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Part 3

partnership

18THE BASICS: BUSINESS ARCHITECTURE, NUTSHELL

? ? ? ?

? ? ? ?

? ? ? ?

? ? ? ?

CAPABILITIES.TODAY CAPABILITIES.TOMORROW

BUSINESS VISION

Which?

How much?

How well?

When?

Why?

19THE BASICS: CLIENT EXPERIENCE, NUTSHELL

A system of interconnected touchpoints that form the entirety of a client’s interactions with a company

A specific client’s perception of a company, what it’s like to do business with that company,

and the value that company provides

20THE BASICS: CLIENT EXPERIENCE STRATEGY, NUTSHELL

TODAY

Which?

How much?

How well?

When?

Why?

TOMORROWWhat?

Why?

For whom?

How much?

How well?

When?

?

?

?

?

?

?

?

? ?

?

? ?

? ?

?

business strategy

21THE BASICS: CLIENT EXPERIENCE VS USER EXPERIENCE

businessprocesses

Does each touchpointdeliver value that makes a

difference to me?

companyvalues

ecosystem ofinterfaces &touchpoints

client perceived value

And me?And me?

Competitive differentiation starts and ends with value.Client experience concerns the total system and the value it generates.

22THE BASICS: THE HEART OF CLIENT EXPERIENCE

P A T I E N T L A B S T A F F

P A T H O L O G I S T

O F F I C E S T A F F C O U R I E R

C - S U I T E P A Y E RP H Y S I C I A N

“A brand is a living entity –and it is enriched or undermined cumulatively over time,

the product of a thousand small gestures.”—Michael Eisner

P R A C T I C E

F A M I L Y

23WHY ARE BZA & CX SO TRENDY RIGHT NOW?

1. Many organizations struggle with defining a strategy—or with discipline in the face of systemic disruption

2. More struggle with turning strategy into action

3. Eerie sense that change isn’t enough

o All that stuff that “technology” promised me isn’t coming true

o I told my teams to innovate but all I got was more of the same

o I thought this project would solve all our problems but it didn’t

4. Organizations are looking for sustainable game-changers—new ways to deliver value, compete and win

5. Retail experiences like those of Apple and Amazon are influencing market expectations for digital experiences, from simple ones like “buy a book” to sophisticated ones like “manage a complex medical condition”

24NOW FOR THE TRANSFORMATION: ONE SIMPLE QUESTION

What is value?

25EPIPHANY

outsideinside

26BOTH PERSPECTIVES MATTER EQUALLY

outsideinsideVALUE IS IN THE EYE OF THE BEHOLDER

27LESSON FOR BZA: WHAT IS VALUE TO CLIENTS?

Value = Quality

Cost

“It’s not the employer that pays the wages. Employers only handle the money. It is the customer who pays the wages. “ - Henry Ford

easy to do business with

simplifies my work

elegant design

innovative

time to value

return on investment

total cost of ownership

time away from “real work”

How Mayo Clinic Defines ValueClients value:

outside-in

28LESSON FOR CX: WHAT IS VALUE TO BUSINESS?

Value = Quality

Cost

“Chase the vision, not the money; the money will end up following you.” –Tony Hsieh, Zappos CEO

revenue!

clients won (market share)

clients retained (loyalty)

net promoter score (advocacy)

speed to market (agility)

brand management (values)

profitability!

time, people, and resources

total cost of ownership

How Mayo Clinic Defines Value Business values:

inside-out

29WHAT WE’RE PROPOSING

Win together.Fail alone.

BzA and CX exist to help the business deliver results.To do so, both BzA and CX need to evolve.

A client experience that delivers business value

depends on the right capabilities

in the right place at the right time.

And we cannot think about a capability

without thinking about

how that capability is experienced by a client

who will either pay for it

or not.

Only together can we truly provide our unique value:a comprehensive framework to help align investments and projects to business strategy.

30A MODEL FOR STRATEGY

VISIONWhat must our

business look likein the future?

IMPERATIVESWhy is our vision our vision?

What priorities, battlegrounds, and business model evolution must we address?

!

GOALSWhat does success look like?

How will we measure success?

CAPABILITIESWhat capabilities do we need to achieve our goals? Where must we shine?

What capabilities can we let go? What capabilities will maximize business value?

GAPSWhat stands between us and where we need to be?

What gaps should be filled, when, how, and in what sequence?

31TURNING STRATEGY INTO ACTION

ARCHITECTURE

Project Sprint Project Sprint Project

32WHY WE NEED TO START WITH THE MODEL

WHAT

HOW

WHY Who cares?This is how we get precise about what matters to the business and its clients, so that BzA and CX can put a framework in place to identify work that must be done to achieve desired business results.

33BZA & CX: TAG-TEAMING STRATEGY

INFORM:

CONTEXTUALIZE:

CLARIFY:

DEFINE:

ASSESS:

Refine vision with current and future pain points and opportunities

Provide depth concerning market forces, business model evolution, client demands, disruption, channel evolution, etc.

Refine vision with precision on where, when, and how the business delivers value to stakeholders; drive accountability by defining metrics

Identify and prioritize capabilities required to deliver value; ensure all impacts are known; identify redundancies and opportunities for synergy

Analyze gaps, including priority (value, urgency, etc.) and complexity; analyze current investments in portfolio

DESIGN: High-level picture of the systems, structures, processes, interactions, and information required for delivery

REVIEW:Recommend project content and sequence; ensure strategy is reflected in project scope and requirements; input to portfolio intake process

34BZA & CX: KEY CONTRIBUTION

+Business Architecture Client Experience Together= Translates CX into actionable capabilities in order to deliver the right things at the right time and to the right person

Ensures united business view of priorities

Avoids technology for technology’s sake thinking

What capabilities to invest in and why (business and client perspective)

Broadens scope of required capabilities to include optimizing specific touchpoints and client tasks, aligned to the client’s definition of success

Ensures client-centric thinking, dedication to client success, and a strongly branded experience across diverse stakeholders

Which components of the client experience to focus on and why

Comprehensive Recommendation:

Where to focus

Where to invest

Where to let go

Why

When

How fast

SomeMore

ALL

35A WORD ABOUT STRATEGYSTRATEGY=ITERATIVE

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Part 4

process & products

37PROCESS & PRODUCTS

Here’s how we’re going to present what we did:

Construct lingua franca

Integrate process

Integrate work products

Align unique BzA work products

Align unique CX work products5

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38(HOW IT REALLY HAPPENED)

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Construct lingua franca

Integrate process

Integrate work products

Align unique BzA work products

Align CX work products5

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39LINGUA FRANCA: CONSTRUCTING A TAXONOMY OF TERMS

What we did:1. Identify terms used formally and colloquially2. Define terms 3. Eliminate synonyms (pick one!)4. Identify similar altitudes and granularity5. Map relationships (parent/child, peer, “type of,” etc.)6. Connect peer concepts7. Accept imperfection

Early brainstorming:

40INTEGRATED PROCESS & WORK PRODUCTS

Vision

Imperatives

Goals

Capabilities

Features

Agile

Sprints

Architecture

Business andclient experience architecture to achieve strategy

Identifies options to achieve strategy

W

H

A

T

H

O

W

Key BzA & CX work products:

Adapted from Business Architecture Guild

Current business capabilities & heat mapCurrent client experience & heat map

Problem StatementOpportunityBaseline KPIsCritical success factors

W

H

Y

Solution ApproachTarget KPIsOptions to achieve visionFuture business capabilitiesFuture client experienceGap, impact, and competitive analyses

Implementation ApproachPilots, experiments, and projects

Strategy

ExecutionDevelopment reviews to ensure traceability of execution to vision

Input to portfolio intake process

Solution architecture and development

Iterate!

VALUE

unique BzA and CX work products along the way (more on this to come)

+

41BZA & CX: INTEGRATED WORK PRODUCTS

Architecture BlueprintMaster Client Journey Map

Business perspectivePeopleProcessesTechnologyData

Client perspectivePersonas

TasksTouchpointsPain points

360°

Converged Process Flows

L1L1

L2

Phase-Level Journey MapL2

Capability Model

L3

42INTEGRATION: THE 360° VIEW

43THE 360°: AN EXAMPLE

44TRANSLATING THE 360° INTO A RECOMMENDATION

Where theBzA & CX

rubber meetsthe road

45ALIGNING BZA WORK PRODUCTS: BLUEPRINT

46ALIGNING BZA WORK PRODUCTS: CAPABILITY MODEL

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Master Client Journey Map

ALIGNING CX WORK PRODUCTS

Phase-Level Journey Map

48ALIGNING CX WORK PRODUCTS: PERSONAS & SCENARIOS

ScenariosConcise little stories of real-world business and/or medical practice situations, told as a story with human actors (personas!); goals; context; human, process, or system interactions; and outcomes. Include:

Short description of scenario scope and value from client perspective

“Given” statement (preconditions, context)

“When” statement (action taken by an actor or persona)

“Then” statement (measurable outcome)

GivenWhen

Then

Precision about WHO and WHAT/WHY

49LAST LAYER O’ THE ONION: CONVERGED PROCESS FLOWS

Client Experience: Touchpoint details Business Architecture (partial)

personas(humans)

actors

how this humandefines success

technology

pain point

client task

link to a task in another

touchpoint

50

Part 4

processing

51HERE’S THE KICKER

What is value…

…to the

business?

…to our

clients?

How do we

deliver value?

How well are we

delivering value?

Business

outcomes

VISION KPIs CAPABILITIES CLIENTJOURNEY

KPIs

MEANS END

52HEATMAPPING: OUR JOURNEY TOWARD ACTIONABLE DATA

Capabilities

Health?strongweak

Client Journey

Enables client success?strongweak

Capabilities

Scorecard

Business Strategy Execution

Example KPIs:

Progress toward strategy

Cultural success factors

Marketshare / Mindshare

Clients won / retained

Client satisfaction

Cost structure optimization

Net operating income (NOI)

people

process

technology

data

competition

Client Journey

Scorecard

satisfaction

value

usability

ROI

competition

Value ofCapability

Value ofClient Journey

Processes

Ambiguity, poor documentation, lack of role clarity, inconsistency,

reliance on memory,?

nopeyup

WEARE

HERE

CRAWL WALK RUN

53HEAT MAPPING: THE REAL JOURNEY

PERCEPTION DATA

Are we adding value?

my pet projectyour pet project

Are we adding value?

Measurable improvement to business KPIs

yesno

We delivered the project!

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It’s a journey.

JUST BEING HONEST

Time

Our Knowledge

55WE’VE GOT A WAYS TO GO Bruce Temkin’s client experiencematurity model: http://bit.ly/1VQAreN

InterestedClient experience viewed as importantUncoordinated activities begin; no real leadershipMinimal funding, staffing, and management support

InvestedRecognition that client experience is not “flavor of the month;” funding/staffing are requiredFocus is on fixing problemsMore formal and centralized groups emerge

CommittedUnderstanding that this impacts the bottom lineFocus expands from just fixing problems to include redesigning processesDecision point: do we have an appetite for what is required?

EngagedA core part of the company's culture Focus shifts from redesigning processes to designing best-of-breed experiencesEmphasis on employee engagement, shifting away from centralized client experience team

EmbeddedTakes several years to achieve—client experience is everywhere in the organizationEmployees own maintaining the client experienceClient experience becomes a critical asset with senior management as the keeper

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WEARE

HERE

56PROCESSING: KEY TAKEAWAYS

What We’re Recommending

BzA has to give up solo “ownership” of capabilities

CX has to give up solo “ownership” of the client

journey

Why

BzA and CX need each other

Neither command a comprehensive view but both

have critical strengths

Opportunities abound!

WIIFM

Increased business impact, value, and relevance

More data = more influence

Allies in difficult organizational change management and cross-

silo transformation

Perspective

New(er) disciplines always struggle for their place in the

pecking order

Let’s skip to the part where we all feel confident enough to

share our toys

Wisdom

Value is in the eye of the beholder: together we

understand our beholders deeply

Together we demystify strategy: strategy has structure and just because it’s ambiguous doesn’t

mean it’s crazy town

Bottom Line

“Value is not determined by those who set the price. Value is

determined by those who choose to pay it.”

― Simon Sinek

57OUR PLAYBOOK: DON’T BE A PRINCESS

Dialogue

Value systems thinking, even if it makes things (temporarily) more complicated

Use examples to make the abstract concrete

Pursue inclusion and collaboration (pain is weakness leaving the body)

Remember that this is iterative work, not linear—embrace the journey and the ambiguity

Advocate for each other

Be transparent; experiment; learn; share findings

x Dictate

x Expect your business to embrace this stuff right away (start with why!)

x Describe either BzA or CX as “strategy to execution”

x Hoard information, or worry about perfect drafts of things

x View BzA or CX as a self-promotion strategy (for example, “I just want to get to Senior”) as opposed to a career path with a specific skill set and aptitudes

x Fear taking risks

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Part 5

in parting

59WE GET BY WITH A LITTLE HELP FROM OUR FRIENDS

We so didn’t do this alone! Thanks to our partners-in-crime at Mayo Clinic:

Michael Ayres

Eric Codega

Brittany Hammer

Mike Harris

Matt Huggenvik

Jeff Kallis

Brett Landon

Lynn Loynes

Jessica Meyer

Mary Kay Plotz

Charleston Thomas

Laura Walech

Business Architecture Guild® BIZBOK Guide V6.0.

Clark, Mike, Whynde Kuehn, Chalon Mullins and Eric Spellman. Business Architecture and the Customer Experience: A Comprehensive Approach for Turning Customer Needs into Action. Business Architecture Guild, October 2016.

Collins, Jim. Good to Great. HarperBusiness, 2001.

Customer Experience Management. LinkedIn group.

Fish, Jason G. and Whynde Melaragno. Operationalizing Customer Experience Initiatives. Presentation, Applied Business Architecture. 2014.

Lambert, Daniel. The Art of Measurement and Business Analysis. Biz-architect.com.

Lockwood, Thomas. Design Thinking: Integrating Innovation, Customer Experience, and Brand Value. Design Management Institute and Allworth Press, 2009.

Pine II, Joseph B. and James H. Gilmore. The Experience Economy. Harvard Business Review, 2011.

Scott, Jeff. Transform Vision into Value: Managing the Strategy to Execution Process. Webinar. Accelare Webinar, 31 July 2014 GMT-04:00.

S2E Consulting. Presentation, Strategy to Execution. 14 September 2017.

Salaski, Pat and Jay Matre. Enterprise Architecture: The Intersection Between IT Delivery and Business Architecture. Presentation to the Twin Cities Business Architecture Forum. 18 July 2017.

Temkin, Bruce. The Customer Experience Journey. Customer Experience Matters blog. 18 Sept 2008.

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&TY

BFN

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Appendix

just in case

62BZA & CX: SAME QUESTIONS, DIFFERENT PERSPECTIVES

Business Architecture BUSINESS ARCHITECTURE CLIENT EXPERIENCE

VISIONWhat must our

business look likein the future?

IMPERATIVESWhy is our vision our vision?

What priorities, battlegrounds, and business model evolution must we address?

!

GOALSWhat does success look like?

How will we measure success?

CAPABILITIESWhat capabilities do we need to achieve our goals? Where must we shine?

What capabilities can we let go? What capabilities will maximize business value?

GAPSWhat stands between us and where we need to be?

What gaps should be filled, when, how, and in what sequence?

Health of current client experienceCurrent client journey maps with heat mappingMarket, competitive, and client experience trend analysis

Health of current business capabilitiesCurrent capability blueprint with heat mapping

Current investment modelIndustry trends

Input to business roadmaprepresenting business perspective

Input to business roadmaprepresenting client perspective

Business perspectiveon definition of success and

baseline and targetKPIs and critical success factors

Client perspective on definition of success and baseline and target KPIs and critical success factors

Iteration 1: recommended future capabilities Iteration 1: vision for future CX

Iteration 2: CX strategy, etc.

Gaps across client journey including information flow, channel hops, context switching, and pain points

Iteration 2: future capabilitiesIteration 2: BzA blueprint

Business gaps including roles, skills, processes, etc.

Iteration 1: BzA blueprintBusiness impact analysis

Iteration 1: CX strategyIteration 1: future client journey mapFuture-state client scenariosClient impact analysis

63ARCHITECTURE IS ITERATIVE (TOGAF SAYS SO)

http://pubs.opengroup.org/architecture/togaf9-doc/arch/chap05.html

…but we think TOGAF is missing

Client Experience Architecture.