An Introduction to Cisco Businessd2zmdbbm9feqrf.cloudfront.net/2016/usa/pdf/BRKCRT-2901.pdf · An Introduction to Cisco Business ... Leading Transformation Strategy with ... Market

An Introduction to Cisco Business Architecture

Jason Pendleton Business Architect Cisco

BRKCRT-2901

Amy Dice Director of Information Technology MGM Resorts International

• Introductions

• Cisco Business Architecture

• Why, What, & How

• The Business Architecture Roadmap

• Definitions, Tools, & Templates

• Business Capability Modeling

• Tools & Techniques

• Business Capability Development & Application

• Tools & Techniques

• The Voice of the Customer

• Amy Dice – Director of Information Technology, MGM Resorts International

• Conclusion

Agenda

Introduction

© 2016 Cisco and/or its affiliates. All rights reserved. Cisco Public

You are demanding that we are business relevant. You want to understand the business value of your IT acquisitions and be certain that your investment decisions allow you to achieve your target state business capabilities. To do this we must develop a business driven view of your enterprise

Why an architectural approach?

“By 2016, 80% of new IT

investments will directly involve

LOB executives…”IDC Predictions 2013: Competing on the

3rd Platform”, IDC; Nov. 2012

“CIOs see their organizations

realizing an average of only 43%

of technology‘s potential.”New Priorities, Technologies and Leaders

Shaping the Future of IT”, Gartner; Feb.

2013

“today, we find 50% of EA practitioners have a

significant impact on enterprise IT budget

activities and decisions…. “EA Practitioners Have Significant Influence on $1.1Trillion

of Enterprise IT Spend ”, report by Gartner; December 20,

2012

“opportunity for IT to lead business

transformational efforts, creating new business

models, initiating new business processes and

making the enterprise agile…”Change the Conversation, Change the Game”, report by

Harvard Business Review Analytic Services; June 27, 2013

BRKCRT-2901 5


Enhancing the way we do business with You:

Acknowledging the need to work with Business leaders

Developing a Business driven view of their enterprise

Placing your companies' needs and outcomes first

Developing competencies that align technology solutions and services to business requirements as part of a capability focused business transformation process

Cisco is investing in complementary competence development programs for Cisco staff and key partners

Cisco’s Response

BRKCRT-2901 6


Architecture Value Chain Alignment

BRKCRT-2901 7


Mashup: Cisco Business Outcomes Approach + TOGAF Industry Framework Alignment

Requirements

Management

A.

Architecture

Vision

Preliminary

B.

Business

Architecture

C.

Information

Systems

Architectures

D.

Technology

ArchitectureE.

Opportunities

& Solutions

F.

Migration

Planning

G.

Implementation

Governance

H.

Architecture

Change

Management

Offer

Discovery

Identify & Design

Proof of Value

Realize Value

TOGAF

C-BOA

BRKCRT-2901 8

Before we go further…


What is Business Transformation?

Business Transformation denotes a major change in Business Capabilities

• AND/OR!

• New Business Capabilities are added

• Redundant Business Capabilities are removed

• Existing Business Capabilities are modified

• Business-Driven Change Process, NOT IT-Driven

Source: Global Knowledge 2014

Adaptation of Business

Capabilities

BRKCRT-2901 10


What is a Business Capability?

• A Business Capability is:

• People

• Process

• Technology

BRKCRT-2901 11


What is a Business Capability?

• A Business Capability is NOT:

• WiFi

• Video Endpoints

• UCS

BRKCRT-2901 12

Cisco Business ArchitectureWait, what? Really?


Transformation requires…

Opportunity to empower users to innovate

and create business value

TRANSFORMATION

Business Architecture as a Capability

Innovation

Business Outcome

BRKCRT-2901 14


Cisco Business ArchitectureLeading Transformation Strategy with…

A Method for achieving sustainable Business Value

Emphasizes the continuous delivery of Business

Capabilities

Provides a comprehensive, architectural approach to

analyzing, understanding and addressing business needs

Includes in-depth analysis of existing and proposed Business

Capabilities

Business Architecture Roadmaps that deliver upon

Business Capability Strategy

BRKCRT-2901 15

Who is the Cisco Business Architect?


Who is the Cisco Business Architect?

• A Cisco Business Architect:• At least 10yrs of Experience

• Canonical Architecture Certification• TOGAF, ITIL, IT4IT

• Conceptual Business Design• Business Capabilities Focus

• Business and Technical Acumen• Integrated Solutioning

• Engagement Management

• Business Modeling

• Leadership

• Entrepreneurship

BRKCRT-2901 17


The Cisco Business Architect…is NOT a Management Consultant

Cisco

Business Architect

BRKCRT-2901 18

What is the role of the Cisco Business Architect?


The Cisco Business ArchitectLeading Business Capability Development

BRKCRT-2901 20

How does the Cisco Business Architect engage?


Cisco Business Outcomes ApproachExecuting with a focus on Value

Discover where workstream

optimization ‘enables’ the

business

Accelerate business capability

Development and Activation

Design & Quantify the

contribution to the organization’s

Value Proposition

Journey mapping to understand current business

processes and areas of potential outcome

alignment

Partnering across a broad ecosystem to develop

and activate integrated business capabilities

Business architecture design to create business

capabilities

Value mapping to define the impacted metrics and

value at stake

Stakeholder strategy alignment to facilitate

business engagement

Adoption Transition planning to maximize

chance of success

Monitoring & measuring impact

Business Outcome Approach

Pe

op

le, P

roc

es

s, &

Te

ch

no

log

yC

ultu

re

Business Architecture Roadmap

Business

Priorities

Outcomes

BRKCRT-2901 22


The Business Architect PerspectiveHow does the Current Business Model ‘Capture, Create, and Deliver Value?’

Business Model Canvas

Source: Business Model Generation BRKCRT-2901 23


Understanding Customer Business PrioritiesWhat are the desired Outcomes?

CEO CFO COO

BRKCRT-2901 24


Why Change the Current Business Model?

Source: Business Model Generation

CSVP

CR

CH

RS

KA

KR

KP

CS

Market Forces

Key Trends

Macro-Economic

Forces

Industry Forces

“Increased Profitability”

“IT-As-A-Service” “Business Architecture ”

“Enterprise Architecture ”

“Business Outcomes ”

“TOGAF and IT4IT”

“Industry Experts say…”

“Reduce Costs”

“Reduce Risk”

BRKCRT-2901 25


If the CEO says…“Let’s transform our business to increase customer loyalty.”

Cisco

Business Architect

BRKCRT-2901 26


Supporting Business Capability DevelopmentDelivering Platforms that enable Business Outcomes

BRKCRT-2901 27


Enabling Business TransformationCompany Culture is Key

Company

Culture

BRKCRT-2901 28

How does the Cisco Business Outcomes Approach work?


Taxonomy of Engagement

Business

Priorities

Business

Capabilities

Solution

Platforms

Roadmap

Creation

Business

Outcomes

Business Line of Sight Roadmap Building

BRKCRT-2901 30


Structured Engagement Method

Analyze customer

environment and

ecosystem

Requirements gathering

(unrefined view of

Business Priorities)

Gather Industry trends

and Market Insights

Market Industry trends

Uncover business vision,

challenges, priorities and

outcomes (refined view)

Assess current and target

state business

capabilities

Refined Business

Requirements

Refined business

requirements.

Create Business Strategy

Value Map

Complete Capability Gap

analysis

Capability Gap Analysis

Build the “from/to”

strategic business

journey

Determine incremental

capabilities and map to

potential platforms

Draft Roadmap Creation

Solutions Roadmap

Deliver Business

Architecture Roadmap

Refine and validate

Platforms Roadmap

Refined Roadmap

Agreed

Roadmap

Defined

Transformation

Opportunity

Business driven

view of the

Enterprise

Defined Current

State

Capabilities

Defined Target

State

Capabilities

Unrefined

Roadmap

Roadmap Development

Capability Analysis

Business AnalysisDiscovery

BRKCRT-2901 31


Phases

Operating

Model

Business Vision & StrategyCapability Development &

Application

Capability Application &

ManagementPerformance Management

Capabilities

&

Outcomes

Outcome Outcome

Capability Capability

Outcome

Capability

2016 2017

Mashup: Business Capability Development + Business Operating Model

People

Process

Technology

BRKCRT-2901 32


Stages

Operating

Model

Process

People

Business VisionBusiness

Strategy

• Business Strategy Planning

• Business Change Management

• Business Architecture Strategy

• Business Process Strategy

• Business Process Planning

Technology

• Service Strategy Discovery

• Service Strategy Design

Capability

Management

Performance

Management

• Continued Services Collaboration

• Continued Services Modeling

• Business Process Management

• Ongoing Process Improvement

• Service Operation

• Service Measurement

• Continuous Service Improvement

Capability

Development

Capability

Application

• Connect Technology Shared Services

• Establish Resource & Support Design

• Establish SLAs

• Business Process Development

• Business Process Testing

• Service Transition

• Service Testing

• Service Iteration

Business Capability DevelopmentFrom Business Vision to Performance Management

BRKCRT-2901 33


CAPABILITY

TOUCH POINTS

TOUCH POINT

TOUCH POINTTOUCH POINT

TOUCH POINT

CAPABILITY

FEATURES FEATURE FEATURE

FEATUREFEATURE

UNDERLYING

TECHNOLOGY

FUNCTIONS

TECHNOLOGY TECHNOLOGY

TECHNOLOGYTECHNOLOGY

MANAGEMENT & OPERATIONS

RESEARCH &

ANALYTICSGOVERNANCE

RELATIONSHIP

MANAGEMENT

ProcessPeople Technology

Business Capability DevelopmentFrom Business Vision to Enterprise Performance Management

CAPABILITY

TOUCH POINTS

TOUCH POINT


TOUCH POINT

CAPABILITY

TOUCH POINTS

TOUCH POINT


TOUCH POINT

CAPABILITY


FEATUREFEATURE

CAPABILITY


FEATUREFEATURE

UNDERLYING

TECHNOLOGY

FUNCTIONS



UNDERLYING

TECHNOLOGY

FUNCTIONS




RESEARCH &

ANALYTICSGOVERNANCE

RELATIONSHIP

MANAGEMENT


RESEARCH &

ANALYTICSGOVERNANCE

RELATIONSHIP

MANAGEMENT

BRKCRT-2901 34

What is the detailed process flow of a Cisco’s Business Architecture Engagement?

The Business Architecture Roadmap

BAR


Stages

Operating

Model

Process

People


Strategy






Technology

• Service Strategy

• Service Design

Capability

Management

Performance

Management








Capability

Development

Capability

Application



• Establish SLAs




• Service Testing


Business Capability DevelopmentBusiness Vision & Business Strategy

BRKCRT-2901 37

Business Vision Business Strategy


Stages

Operating

Model

Process

People


Strategy






Technology


• Service Design

Capability

Management

Performance

Management








Capability

Development

Capability

Application



• Establish SLAs




• Service Testing


Business Capability DevelopmentBusiness Vision & Business Strategy

BRKCRT-2901 39

Business Capability Modeling


Business CapabilityBusiness Motivation Model

• WHAT is affecting the Organization, and

WHAT is driving the need to CHANGE?

Internal Influencers

• WHAT is affecting the Organization, and WHAT is

driving the need to CHANGE?

External Influencers

• WHY should the Organization CHANGE? • WHY should the Organization CHANGE?

Opportunities Threats

Vision: (ENDS) What does the Organization need to accomplish?

•

Goals

•

Objectives (SMART)

Mission: (MEANS) HOW will the Organization enable its Vision?

•

Strategic Actions

•

Tactical Actions

BRKCRT-2901 41


Business CapabilityBusiness Model Canvas: Target State

• Vp1:

• Vp2:

• Vp3:

• Vp4:

• Vp5:

• How will

enablement

improve Value

Proposition and

competitive

advantage?

Value Proposition

• Cr1:

• Cr2:

• Cr3:

• How will new and

existing customer

relationships benefit?

Customer Relationships

• Ch1:

• Ch2:

• Ch3:

• How will customer

marketing and

interaction benefit or

change?

Channels

• Cs1:

• Cs2:

• Cs3:

• Cs4:

• Cs5:

• Which customers

will perceive or

receive benefit?

Customer Segments

• Ka1:

• Ka2:

• Ka3:

• Ka4:

• Which Key Activities

can be improved?

Key Activities

• Kr1:

• Kr2:

• Kr3:

• Kr4:

• Kr5:

• Which Key

Resources will be

affected, created, or

removed?

Key Resources

• Kp1:

• Kp2:

• Kp3:

• Kp4:

• Which Key

Partners will be

required to

provide

assistance?

Key Partnerships

• Rc1:

• Rc2:

• How will enablement increase or create net new

Revenue Streams?

Revenue Streams• Cc1:

• Cc2:

• How will enablement affect operational efficiency,

reduce costs, or lower risk?

Cost Structure

What is the Expected Business Impact?

Source: Business Model Generation BRKCRT-2901 42


Business Modeling Business Impact: Paint by Numbers!

• Vp1:

Value Proposition

• Cs3:

Customer Segment

• Rs1:

Revenue Streams

• Cr2:

Customer Relationships

• Ch6:

Channels

• Kp3:

Key Partnerships

• Cs1:

Cost Structure

• Ka2:

Key Activities

• Kr6:

Key Resources

How does TECHNOLOGY

affect or impact the Business Model?

BRKCRT-2901 43


Business Priority Projected Business Outcomes

What is, or what are, the

desired Business

Outcomes associated with the

Transformation effort?

Key Business Capabilities

1. What are the required

Business Capabilities that will support & enable the desired Business Outcomes?

2. <Business Capability>








Priority?

Business Priority Modelling

BRKCRT-2901 44


Business

Capabilities

Current State

Capability Maturity

Target State

Capability MaturityBusiness Domain Solution

<Key Business Capability>










Capability Maturity

0

1

2

3

4

5

Capability does not exist

Capability is being explored

Capability exists at a basic level

Capability exists as a function

Capability exits and is advanced

Capability is a disruptive advantage

Business Capability Maturity Modelling

BRKCRT-2901 45


Capabilities to Solutions MappingBusiness Capabilities

SolutionsBusiness Priorities

• <Business Capability>







6. <Solution>

7. <Solution>

10. <Solution>

2. <Solution>

1. <Solution>

9. <Solution>

3. <Solution>

4. <Solution>

5. <Solution>

8. <Solution>

Business

Priority 1

Business

Priority 1








BRKCRT-2901 46


Relative Complexity to ChangeLOW HIGH

Re

lati

ve

Bu

sin

es

s Im

pa

ct

LO

WH

IGH

4. <Solution>

2. <Solution>

3. <Solution>

5. <Solution>

6. <Solution>

7. <Solution>

1. <Solution>

10. <Solution>

8. <Solution>

9. <Solution>

1. <Solution>

10. <Solution>

7. <Solution>

Analysis: Solution Impact to Solution Complexity

BRKCRT-2901 47


Business

Capabilities

TimelineOutcomes

Immediate (0-6 Months) Short-Term (6-12 Months) Medium-Term(12-24 Months) Long-Term(24-36 Months)

Business

Capability

Priorities

Business OutcomeSolution

Business

Capability

Priorities

Business Outcome

Solution

Business

Capability

Priorities

Business Outcome

Solution

1. <Solution>

<Priority><Priority>

2. <Solution>

<Priority>

3. <Solution>

Mashup: Business Outcomes + Timeline to Impact

Deployment Status

Complete

Planning

Design

In Progress

Not Started

Undetermined?

BRKCRT-2901 48

Business Capability DevelopmentBusiness Capability Application


Stages

Operating

Model

Process

People


Strategy






Technology



Capability

Management

Performance

Management








Capability

Development

Capability

Application



• Establish SLAs




• Service Testing


Business Capability DevelopmentBusiness Capability Development & Application

BRKCRT-2901 50


Starts On: Date: Date: Date:

Ends On: Date: Date: Date:

Theme:

Implementation

Project Name: Transition Architecture 1 Transition Architecture 2 Transition Architecture 3

<Solution>

or

<Platform>

Capability Increment: Capability Increment: Capability Increment:

Transition Project Name Deliverable Transition Project

Name

Deliverable Transition Project Name Deliverable

Architecture Definition Increments Table

BRKCRT-2901 51

Business Capability ManagementEnterprise Performance Management


Stages

Operating

Model

Process

People


Strategy






Technology


• Service Design

Capability

Management

Performance

Management








Capability

Development

Capability

Application



• Establish SLAs




• Service Testing


Business Capability DevelopmentBusiness Capability Management & Performance Management

BRKCRT-2901 53


Business CapabilityKey Performance Metrics, Measures, and Indicators

Operational Critical Success Factor Key Performance Metrics (KPMs) Expected Operational Outcome

BRKCRT-2901 54


Service

Strategy

Service

Design

Service

Transition

Service

Operation

Continual

Service

Improvement

Technology Services Management

Business Capability Enablement

Demand ManagementService Catalogue Management

Service Measurement

Financial Management

Strategy Generation

Service Portfolio

Management

Service Level Management

Capacity Management

Availability Management

Service Continuity Management

Information Security Management

Supplier Management

Knowledge Management

Change Management

Incident Management

Asset & Configuration Management

Release & Deployment Management

Transition Planning & Support

Service Validation & Testing

Evaluation

Problem Management

Event Management

Request Fulfillment

Access Management

Operations Management

Service Desk

Application Management

Technical Management

IT Operations Management

Service Reporting

Service Improvement

Mashup:On-going Business Capability Development + Technology Services Management

BRKCRT-2901 55


The Voice of the Customer

Amy Dice

Director Information Technology

Aria, Vdara, Park MGM, & NOMAD

MGM Resorts International

BRKCRT-2901 56


KEY SHIFTS

GUEST CENTRIC APPROACH

CONSUMER

CUSTOMER

GUEST

CONSUMES

BUYS

EXPERIENCES(FOR A FEE)

PROVIDE

SELL TO

ENGAGE,

ENTERTAIN, INSPIRE

AUDIENCE ACTION OUR ROLE

Slide Content: Copyright MGM Resorts International BRKCRT-2901 57


Aria GUESTS TOLD US HOW TO MINIMIZE BUZZ KILLS

• Remove barriers – make it easy for me to take action

when I’m ready

• Take my money when I want to give it to you

• Don’t make me stand in line if I don’t have to (wait for

table/to sit at show, check-in/out, talk to concierge)

• Let me manage my room (settings, service, deliveries)

without having to be in it

• Keep me updated if things aren’t available I’m interested

in doing (e.g. show is closed, tickets sold)

• Don’t make me feel like I am being marketed to

• Put it all in one place

Aria GUESTS TOLD US HOW TO ELEVATE THE EXPERIENCE

• Provide me with technology that enhances my experience

• Hook me up with relevant information

• Help me find and book the best things for me to do

• Guide me where I want to go

• Inspire me: what’s available I didn’t know about

• Make me feel like a VIP

• Help me access recommendations from those I trust

• Provide me with opportunities to share my experience

(through social networks, or with my friends on the ground)



WHICH INSPIRED OUR VISION…

BRKCRT-2901 59


Aria’s vision is to lead the industry by providing its valued guests with best-in-class technology that elevates and enhances their experience.



this is how we vegas…

Slide Content: Copyright MGM Resorts International

Nothing gets in the way of our guests experiencing exactly they came for.

BRKCRT-2901 61


“how we vegas”… is unique to each guest

Winning at the craps table

Relaxing by the pool for a week

Dancing in the hottest night clubs

Sampling sweets from every bakery in town

Going to a show (or two or three)

Dining in a celebrity chef’s restaurant

Shopping in high end retail stores

Getting pampered in a spa

Attending world class conferences



Waiting in long lines

Being confused

Sitting around wondering what to do

Missing out on shows or events

Getting Lost


“how we vegas”… is not

BRKCRT-2901 63


What can Digital do?

BRKCRT-2901 64


BY ENHANCING OUR SERVICE MODEL

FROM… TO…

= 360°Service



Digital Is…

Our Force Multiplier. An extension of our service culture. Every interaction is flawlessly orchestrated as though it was performed by a member of our staff. Always present, always ready to add value to the experience and minimize buzz kills.



How can we bring the vision to life?

BRKCRT-2901 67


OUR PASTWhere we came from, what

we have built, the way “we’ve

always done it”

OUR PRESENTOur jumping off point,

where we’re at today

1

OUR VISIONWhere we want to be,

what we are striving for

2

THE HOW: PEOPLE.

PROCESS. TOOLSStrategies, Tactics,

and Capabilities

3

OUR PATHThe road we’ll take to execute the

how – the sequence we’ll follow and

the speed at which we’ll move

4

High Level Process



THE GUEST EXPERIENCE PLATFORM



WILL GUESTS EMBRACE A DIGITAL ALTERNATIVE?


© 2016 Cisco and/or its affiliates. All rights reserved. Cisco PublicSlide Content: Copyright MGM Resorts International

45.5 44.2

25.9 26.2

32.529.1

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14-Feb 21-Feb 28-Feb 6-Mar 13-Mar 20-Mar 27-Mar 3-Apr 10-Apr 17-Apr 24-Apr 1-May 8-May 15-May 22-May 29-May 5-Jun

Tablet Usage Per Occupied Room Night

Room Automation Touches Per Night Content Page Views Per Night

BRKCRT-2901 71

© 2016 Cisco and/or its affiliates. All rights reserved. Cisco PublicSlide Content: Copyright MGM Resorts International

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1,500,000

2,000,000

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3,000,000

Crave Tablet Usage

Room Automation Events PageViews

Total Tablet Touches

BRKCRT-2901 72


WILL GUESTS EMBRACE A DIGITAL ALTERNATIVE?



HOW DOES DIGITAL IMPROVE OPERATIONS?


632

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Privacy Dialogue

BRKCRT-2901 74


Roadmap Framework

‘Bringing the Vision to Life’

BRKCRT-2901 75


Impact on the Business

Improve guest satisfaction through effortless interaction

Increase profitability through improved conversion rates

Maximize investments by capitalizing on fixed costs

Expand offerings by making strategic, data-driven decisions

Intensify guest loyalty by providing new and unique, best-in-class experiences


360°Service

BRKCRT-2901 76


High Level Program Plan

FOUNDATION PHASE • Development of room profiles and functionality testing of Crave/Control4 integration

• Deployment of Crave Hospitality Tablets with limited functionality to test rooms

• Monitor guest appreciation and usage of Crave tablet

• Measure uptime and support requirements

• Define and Complete Content Setup (Images, copy, layout)

• Define and improve internal processes

• Refine deployment process for full property rollout

OPTIMIZE & SCALE• Expand deployment of Crave tablets to all Aria and suites

• Increase tablet offerings from Control4 functionality only to include Guest

Services Directory information and ordering capabilities

• Send operational and marketing push messages to guests via in room tablet

• Measure effectiveness of marketing messages and tablet content


EXTEND• Continued refinement of offerings

• Additional integrations to core systems, i.e. POS, HotSos, Opera, CMS, etc.

• Expansion of Crave tablet usage to additional front of house locations

• Guest facing opt-in sustainability program

• Deploy tablets to Aria Villas and remaining City Center properties – Vdara,

Mandarin Oriental

• Evaluate solution for further deployment across MGMRI Enterprise

2015 2016 2017

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1. FOUNDATIONAL DESIGN 2. EXPANSION OF OFFERINGS 3. INTERFACES & EXPANSION OF OFFERINGS

BRKCRT-2901 77


The Guest Experience PlatformGUEST EXPERIENCE TOUCH POINTS

PROPERTY

WEBSITE

SOCIAL

NETWORKS

DIGITAL

SIGNAGE

INTERACTIVE

BOARDS

MOBILE

WEB

MOBILE

APPS

CORPORATE

WEBSITEGAMING APPS

CRAVE

TABLETS

MOBILE

GAMING

PRINTED

MEDIA

ANALOG

(Person to

Person)

3RD PARTY

WEBSITE

IPTV

(IN ROOM)

MOBILE

MESSAGING

(PUSH/BEACON)

GUEST EXPERIENCE FEATURES

UNDERLYING TECHNOLOGY FUNCTIONS

CONTENT

MANAGEMENT

ASSET

MANAGEMENT

WEBSITE

FUNCTIONALITY

CONTENT

DELIVERYSOCIAL

NETWORKING

OFFER

MANAGEMENTMEASUREMENT

& ANALYTICSDAS

THIRD PARTY

INTEGRATIONS

WIFI

LOCATION

SERVICES

GUEST EXPERIENCE GOVERNANCE (PEOPLE & PROCESS)

CONTENT

CREATIONTEST & LEARN

PRIORITIZATION

OF INITIATIVESANALYTICS

(QUANTITATIVE)

GUEST

APPRECIATION

(QUALITATIVE)

PARTNER &

VENDOR

MANAGEMENT

PRE-CHANGE

IMPACT

ANALYSIS

DISPLAY ADS

EMAIL

SPA GAMINGSOCIAL &

SHARINGFOOD AND

BEVERAGEENTERTAINMENTRETAIL MESSAGING

INFORMATION

HUB

SMS

IN ROOM

EXPERIENCES

BRKCRT-2901 78

How does the Cisco Business Architect engage with MGM?

MGM Mobile Experiences


Aria Mobile Experiences

Innovation

Transformation

Culture

Profitability

BRKCRT-2901 80


Aria Business ArchitectureUnderstanding Mobile Experience Opportunities

Customer Relationship Management

Human Resource Management

Product Management

Enterprise Performance Management

10101101010

10Data Science and Information Services

10101101010

10

Technology Platforms

Operations

Enterprise Security

GamingEntertainmentShopping and Dining

Business Vision &

Strategy

Enterprise Change Management

How Aria envisions and builds the strategy for the next generation Guest Experience

How Aria orchestrates changes within its organization to support ongoing innovation of the Guest Experience

The Guests Aria interacts with and the Aria people that interact with the Guests

The Services that create Guest interaction

The Opportunities that establish Guest interaction

The Opportunities that establish Guest interaction

How Aria brings Experiences to the Guest

How Aria matures and makes the Guest Experience personal

How Aria protects the Guest Experience and its brand

How Aria digitizes the the next generation Guest Experience


Information

BRKCRT-2901 81


Aria Business ArchitectureActivating Mobile Experiences – The Digital Transformation of the Guest Experience

Technology Platforms

10101101010

10Data Science and Information Services

10101101010

10

Enterprise Performance Management

Operations

Gaming

Product Management

Shopping and Dining

Entertainment

MOBILE EXPERIENCE

TOUCH POINTS TOUCH POINT TOUCH POINT TOUCH POINT TOUCH POINT

MOBILE EXPERIENCE

FEATURESFEATURE FEATURE FEATURE FEATURE

MOBILE EXPERIENCE

TECHNOLOGY

FUNCTIONS

TECHNOLOGY TECHNOLOGY TECHNOLOGY TECHNOLOGY

MOBILE EXPERIENCE

MANAGEMENT ORGANIZATIONGUEST

ADVOCACY

GUEST

ADVOCACY

GUEST

ADVOCACY

Business Vision

Enterprise Change

Management

Experience

Transformation

Mobile Experiences offer Aria the ability to develop and deliver next generation mobile Experiences to their Guests

Mobile Experiences offer Aria Guests new service consumption offerings that provide Aria with new opportunities for profitable Guest Interaction

Mobile Experiences require that Aria’s business rules, processes, and policies are wholly digital in order to empower Guests and employees with secure, actionable information across multiple platforms



Phases

Operating

Model

Business Vision & StrategyBusiness Capability

Development & Application

Business Capability

Application & Management

Enterprise Performance

Management

Mashup: Guiding Principles + Operating Model

People

Process

Technology

The ‘Vegas’ of

Vegas

Anyone interacting with

Aria & MGM Resorts

International experiences

the “Vegas” of Vegas

Industry

Leadership

Aria’s culture of

Innovation is a force

multiplier, which allow

Aria & MGM to lead

disruptive industry

change

Digital

Transformation

Aria & MGM consistently

empower employees and

guests through digital

business rules,

capabilities and policies

Technology

Shared Services

Aria & MGM deliver

pervasive, agile

technology services and

enterprise information

flow to its employees

and guests

Business Analytics

Aria & MGM’s

centralized enterprise

data model provides

data information services

that empower employees

and guests

Integrated Security

Aria & MGM’s integrated

security model provides

secure information

access and sustainable

business value



Aria Mobile Experiences: People, Process, & Technology

BRKCRT-2901 84


Cisco Digital Ready Networks: Critical Platforms for Transformation

Digital In Room Experiences

MobilePoint-of-Sale

WayfindingMobile Concierge

MobileCheck-In

Wireless Core Applications

BRKCRT-2901 85


OpportunityBandwidth

Requirements

Revenue

Opportunity

Four Nines

(99.99)

Five Nines

(99.999)

Six Nines

(99.9999)

Mobile Gaming 3GB $5,000.00 $262,800.00 $26,300.00 $1,600.00

Mobile Commerce (Room) 1GB $3,500.00 $183,960.00 $18,210.00 $1,120.00

Mobile Commerce (Pool) 2GB $4,200.00 $220,752.00 $22,092.00 $1,344.00

Mobile Commerce (Ticketing) .5GB $500.00 $26,280.00 $2,630.00 $160.00

Mobile Commerce (Spa) .25GB $2,100.00 $110,376.00 $11,046.00 $672.00

Mobile Commerce (P-o-S) 2GB $3,400.00 $178,704.00 $17,884.00 $1,088.00

Mobile Commerce (Booking) 1GB $6,300.00 $331,128.00 $33,138.00 $2,016.00

Mobile Commerce (???) ??? ??? ??? ??? ???

Total: 9.75GB $25,000 $1,314,000.00 $131,300.00 $8,000.00

Platform Impact Analysis Understanding WiFi Opportunity and Risk

Slide Content: Copyright MGM Resorts International BRKCRT-2901BRKCRT-2901 86


Business

Capabilities

TimelineOutcomes

Immediate

(0-6 Months)

Short-Term

(6-12 Months)

Medium-Term

(12-24 Months)

Long-Term

(24-36 Months)

Mobile

Front Desk

Priorities

Solution

Mobile

Concierge

Priorities

Solution

Automated

Energy

Management

Priorities

Solution

1. WiFi

Mobile Front Desk

Mobile Concierge

1. WiFi

Energy Management

1. WiFi

Mashup: Business Outcomes + Timeline to Impact

Deployment Status

Complete

Planning

Design

In Progress

Not Started

Undetermined?


BRKCRT-2901 87


Starts On: Date: 7/6/2016 Date: 8/1/2016 Date: 9/1/2016

Ends On: Date: 7/31/2016 Date: 8/31/2016 Date: 9/30/2016

Theme: Stabilize Modernize OptimizeImplementation

Project Name: Transition Architecture 1 Transition Architecture 2 Transition Architecture 3

WiFi

Capability Increment:

Survey & Normalize Enterprise WiFi


WiFi Remediation & Mobile Service Tests


WiFi Operations & Performance Management

Transition Project Name Deliverable Transition Project Name Deliverable Transition Project Name Deliverable

WiFi site surveys

Refined site surveys

that address all

aspects of coverage WiFi remediation & Testing

Validated

policies for

continued

remediation WiFi Analysis & Optimization

WiFi

performance

analysis against

retail metrics

WiFi process and SLAs

Refined SLAs

governing

onboarding, usage,

and analytics WiFi access & onboarding

Finalized SLAs

for access,

onboarding,

operations, and

analytics WiFi Process Analysis

WiFi SLA

analysis against

retail and gaming

guest metrics

WiFi technology

requirements

Refined WiFi

technology standards WiFi Mobile Service POCs

Finalized

configuration,

operation, and

analysis data WiFi Performance Management

WiFi technology

performance

analysis and

remediation

Architecture Definition Increments Table


In Conclusion…


Enhancing the way we do business with You:

• EVOLUTION not REVOLUTION

• Invest in Change

• Start Where YOU are

Key Takeaways

BRKCRT-2901 90


• Business Model Generation, Value Proposition Design, & The Culture Map: • https://strategyzer.com/

• TOGAF:• http://www.opengroup.org/subjectareas/enterprise/togaf

• IT As-a-Service (ITaaS):• Philippe Abdoulaye: https://www.amazon.com/Complete-ITaaS-Delivery-ModelTM-Revised-

ebook/dp/B01G2F92SM/ref=sr_1_1?ie=UTF8&qid=1467915459&sr=8-1&keywords=ITaas

• Business Architecture Guild & Business Architecture Body of Knowledge (BIZBOK):• http://www.businessarchitectureguild.org/

• Business Analysis Body of Knowledge (BABOK):• https://www.amazon.com/Guide-Business-Analysis-Knowledge-

BABOK/dp/1927584027/ref=sr_1_1?ie=UTF8&qid=1467915991&sr=8-1&keywords=BABOK

• Mapping Experiences (Jim Kalbach):• https://www.amazon.com/Mapping-Experiences-Complete-Creating-Blueprints-

ebook/dp/B01F9Y6B9K/ref=sr_1_1?ie=UTF8&qid=1467918690&sr=8-1&keywords=Kalbach#nav-subnav

Additional Resources

BRKCRT-2901 91

https://strategyzer.com/

http://www.opengroup.org/subjectareas/enterprise/togaf

https://www.amazon.com/Complete-ITaaS-Delivery-ModelTM-Revised-ebook/dp/B01G2F92SM/ref=sr_1_1?ie=UTF8&qid=1467915459&sr=8-1&keywords=ITaas

http://www.businessarchitectureguild.org/

https://www.amazon.com/Guide-Business-Analysis-Knowledge-BABOK/dp/1927584027/ref=sr_1_1?ie=UTF8&qid=1467915991&sr=8-1&keywords=BABOK

https://www.amazon.com/Mapping-Experiences-Complete-Creating-Blueprints-ebook/dp/B01F9Y6B9K/ref=sr_1_1?ie=UTF8&qid=1467918690&sr=8-1&keywords=Kalbach#nav-subnav


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BRKCRT-2901 93

Please join us for the Service Provider Innovation Talk featuring:

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Register to attend the session live now or

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Thank you


Business Transformation Cisco Education Offerings

Course Description Cisco Certification

For IT and Network Professionals:

Building Business Specialist Skills • Builds non-technical skills key to ensure business impact and influence.

Topics include: business analysis, finance, technology adoption and

effective communications.

• Bridges IT and business impacts of mature and emerging solutions

including cloud plus Internet of Everything

Cisco Enterprise IT

Business Specialist

For Technology Sellers:

Applying Cisco Specialized Business Value

Analysis Skills

Builds skills to discover and address technology needs using a business-

focused, consultative sales approach

Cisco Business Value Specialist

Executing Advanced Cisco Business Value

Analysis and Design Techniques

Enables customer transformation through business architecture and

solution selling expertise

Cisco Certified Business

Value Practitioner

Performing Cisco Business-Focused

Transformative Architecture Engagements

Provides skills and an approach to build a strategic roadmap of IT

initiatives, aligned to business priorities

Cisco Transformative

Architecture Specialist

For more details, please visit: http://learningnetwork.cisco.com

Questions? Visit the Learning@Cisco Booth or contact [email protected]

BRKCRT-2901 96

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mailto:[email protected]


Wireless Cisco Education Offerings

Course Description Cisco Certification

• Designing Cisco Wireless Enterprise Networks

• Deploying Cisco Wireless Enterprise Networks

• Troubleshooting Cisco Wireless Enterprise

Networks

• Securing Cisco Wireless Enterprise Networks

Professional level instructor led trainings to prepare candidates to conduct

site surveys, implement, configure and support APs and controllers in

converged Enterprise networks. Focused on 802.11 and related

technologies to design, deploy, troubleshoot as well as secure Wireless

infrastructure. Course also provide details around Cisco mobility services

Engine, Prime Infrastructure and wireless security.

CCNP® Wireless Version 3.0

(Available March 22nd, 2016)

Implementing Cisco Unified Wireless Network

Essential

Prepares candidates to design, install, configure, monitor and conduct

basic troubleshooting tasks of a Cisco WLAN in Enterprise installations.

CCNA® Wireless

(Available Now)

Deploying Basic Cisco Wireless LANs (WDBWL)

Understanding of the Cisco Unified Wireless Networking for enterprise

deployment scenarios. In this course, you will learn the basics of how to

install, configure, operate, and maintain a wireless network, both as an

add-on to an existing wireless LAN (WLAN) and as a new Cisco Unified

Wireless Networking solution.

1.2

Deploying Advanced Cisco Wireless LANs

(WDAWL)

The WDAWL advanced course is designed with the goal of providing

learners with the knowledge and skills to successfully plan, install,

configure, troubleshoot, monitor, and maintain advanced Cisco wireless

LAN solutions such as QoS, “salt and pepper” mobility, high density

deployments, and outdoor mesh deployments in an enterprise customer

environment.

1.2

Deploying Cisco Connected Mobile Experiences

(WCMX)

WCMX will prepare professionals to use the Cisco Unified Wireless

Network to configure, administer, manage, troubleshoot, and optimize

utilization of mobile content while gaining meaningful client analytics.2.0

For more details, please visit: http://learningnetwork.cisco.com

Questions? Visit the Learning@Cisco Booth or contact [email protected]

BRKCRT-2901 97

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Documents

An Introduction to Cisco Businessd2zmdbbm9feqrf.cloudfront.net/2016/usa/pdf/BRKCRT-2901.pdf · An Introduction to Cisco Business ... Leading Transformation Strategy with ... Market