TCBAF - Approaching Tools for Success - Nov 17 2015 - FINAL · 11/17/2015 · 04.00 Sales 04.01 Sales Strategy 04.02 Sales Planning 04.03 Sales Execution and Customer Management

• Promoting common understanding & standards

• Facilitating opportunities to share ideas

• Sponsoring education sessions and networking meetings to help connect like-minded people

We accomplish our mission by:

The Twin Cities Business Architecture Forum is a Minnesota-based organization dedicated to the understanding and advancement of the role and professional

practice of Business Architecture.

We’re a thriving community of practitioners that gathers the 3rd Tuesday of every other month to meet each other, share ideas, solve problems, and learn from each other.

Join us!

Community Meeting

November 17, 2015

Hosted by

Cargill

Agenda

4:00 Networking/Refreshments

4:30 Business Update Board Updates Announcements

4:45 Cargill presents – Approaching tools for success

How Cargill is maturing their Business Architecture practice with formal processes and

tools as an enabler. Cargill's tools for success include both formalized processes and investment in a formal EA Tool.

5:30 Break out sessionsPortfolios, Value and Engagement, Tool

5:45 Speedy! Report out6:00 Convene

Business Update

• Welcome and Introduction

• Community News

• Board Updates

The Twin Cities Business Architecture Forum is a Minnesota-based

organization dedicated to the understanding and advancement of the

role and professional practice of Business Architecture. We promote

common definitions and standards, share ideas, and connect like-minded

professionals and networking through meetings, activities, presentations

and education at the local level.

We explore the risks and benefits of key approaches and practices, learn

from and share with each other, and support business architecture

practitioners in our community.

Upcoming meetingsJoin us! We’re a community of practitioners that has been gathering together the 3rd Tuesday of every other month since 2010. Our meetings are hosted by our community sponsors at their locations.

Cargill November 17, 2015

Metropolitan State University January 19, 2016

Express Scripts March 15, 2016

Thrivent May 17, 2016

Trissential July 19, 2016

Join The Twin Cities Business Architecture Forum linkedin group Visit our website tcbaf.orgJoin our new Meetup!

Board MembersName Representing Position

Sponsor Representative

Pam Hullander Cargill Appointed Dean Heltemes

Tony Woods Express Scripts Appointed Kirk Oliver

Steve Creason Metro State University Appointed Beth Schaefer

Jeff Dreher Target Appointed Webb Friedly

Jake Laabs Thrivent Appointed Bill Murphy

Rick Strahl Trissential Appointed Jim Mohs

Tim Jennissen Community Elected Elected N/A

Pat Salaski Community Elected Elected N/A

Sharon Shakya Community Elected Elected N/A

Linda Finley (Chair) Sponsor Appointment Appointed All

© 2015 Cargill, Incorporated. All rights reserved.

TCBAF – Approaching Tools for Success 150 years of helping the world thriveCONFIDENTIAL. This document contains trade secret information. Disclosure, use or reproduction outside Cargill or inside

Cargill, to or by those employees who do not have a need to know is prohibited except as authorized by Cargill in writing.


TCBAF:

Approaching Tools

for Success

www.cargill.com

November 17, 2015

Pam Hullander, Tami Merrill


TCBAF – Approaching Tools for Success 150 years of helping the world thrive

Cargill Fast Facts

9

Cargill has 66 business units and operates in more than

65 countries from Argentina to Poland to Zimbabwe

In 2011, Cargill was named “one of the 10 most

innovative companies in food” by Fast Company

Magazine

Cargill has more than 1,800 patents globally

If Cargill were a Fortune 500 company it would rank 12th

with revenue at nearly $135B

More than half of Cargill’s 150,000+ employees live and

work in developing countries

Every year, Cargill transports an average 185 million tons

of commodities for our customers

Cargill is celebrating its 150th anniversary as a privately

held company

Challenge: Cargill is complex, multi-dimensional, and

requires connectivity to be more successful



Objective

PurposeProvide an overview on how Cargill is maturing their business architecture practice with formal

processes and tools as an enabler.

AbstractTo better inform critical business decisions Cargill will illustrate using scenarios how we use

formal processes and underlying tools. The scenarios will include an acquisition and an IT

Strategy.

10



Catalysts for Change

11

• Internal Factors

– Major process / data / technology initiative is requiring Cargill to look differently at how we

make IT investments

– An appreciation and understanding of IT as an enabler by senior business leaders

– Increased focus on aligning business strategy to IT strategy

– Cost pressures due to Cargill’s financial performance

• External Factors

– Accelerating changing business landscape - business growth / changes / major

acquisitions

– Changing global market stability

Cargill’s ever increasing need for agility due to internal and external factors



EA Engagement Model

12

Structured approach to engaging our Business Partners



EA Engagement Approach

13

Business Question

IT Strategy

Business Capability Map

Application Assessment

IT Investment Roadmap

Templates and eInsight (Troux)

How do I integrate a

new acquisition?

Leverage EA TeamEngaging EA

EA Services Strategic IT Planning

Strategic IT Planning



Business Capabilities – key concepts

14

Common

Language

for Business

WHAT your business does

Method to analyze our complex

business environments

Measure value, maturity

and help to align and prioritize

investments


TCBAF – Approaching Tools for Success 150 years of helping the world thrive15

Investment

Analysis

MADJV

Operational

Cost

Reductions

Organizational

Redesign

Business/IT

Alignment

Technology

Selection

Scenarios for Business Capabilities

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Determine Scope (MADJV scenario)

16

Which Capabilities does

New_co and Existing_co

have today? Future?

Are there Capabilities that

New_co brings that

Existing_co doesn’t currently

have (or vice-versa)?

Which Capabilities are

critical to the business?

How well are Capabilities

enabling the business?

How are Capabilities

currently enabled?

Which Capabilities should

there be a deeper dive on?

1.02.0'

2.0

3.0 Marketing 4.0 Sales 5.0 Service your Customer

Market Assessments and Analysis Managed Customer Experience

Market Planning

Sales Enablement

6.0 7.0

8.0 9.0 10.0

11.0 12.0

Cargill Business Capability Catalog - Enterprise Grouping

Strategic Vision

Customer Facing

Procurement & Trading

Operations

Finance & Treasury



Sample Capability Heatmap for MADJV

17

People Process Data Technology People Process Data Technology

03.00 Marketing

03.01 Marketing Readiness

03.02 Market Assessments and Analysis

03.03 Market Planning

03.04 Marketing Execution

03.05 Market Plan Measurement

04.00 Sales

04.01 Sales Strategy

04.02 Sales Planning

04.03 Sales Execution and Customer Management

04.04 Sales Enablement

05.00 Service your Customer

05.01 Customer Self-Service / Digital Commerce

05.02 Managed Customer Experience

05.03 Manage and Measure Customer Experience

Pe

op

le,

Pro

cess

, D

ata

, T

ech

no

log

y

Target

State

CAN Capability EWOS Capability Business Capability

Capability workshops deliver an understanding of capabilities and guide on where to go into further detail

Heatmap purpose:

High level tool to use for

comparison or focus

New-Co Existing-Co

Available/low

maturityAvailable Not available



Making the Connection

Business

Strategies

Business

CapabilitiesApplications

Project

PortfolioTechnology Information

2013

20

06

19

94

20

06

20

08

20

07

20

13

2010

2011

eInsight (Troux Portfolio Enterprise Mgmt) – strategic analysis tool to help to uncover and highlight

connections between business goals and IT, applications and the capabilities they enable, applications and the

underlying technologies/ infrastructure to provide “INSIGHT” and enable better planning and decisions

Po

rtfo

lio

sP

ort

folio

Rela

tio

nsh

ips

Ye

ar

of

en

terp

ris

e

intr

od

uc

tio

n

18

18



eInsight (Troux) can…

19

• Improve the collection,

processing, validation & reporting

efficiency of IT asset details

• Uncover & illustrate relationships

across IT assets

• Highlight applications with

comparable functionality

• Expose common capabilities &

processes across the enterprise

• Make relevant information

available

• Lifecycle Planning

• Roadmapping

• Quantifying Investment Decisions

• Highlight Dependencies

• Better Asset Rationalization

• More Confident & Faster

Decision-MakingE

nab

lin

g



System Integrations Visibility across IT

eInsight

Archer

Business & IT

Strategies

Projects Tech. Lifecycles

Better Decision Making

Information Inputs

How eInsight (Troux) Fits Within Cargill

Strategy &

Planning

Operations

Strategic

Portfolio/ IT

Demand

Controls

PDM CMS

Long range planning –

Application Portfolio

Management, PDT trends,

Impact analysis

Operational short term planning

– application infrastructure and

configuration

Project Portfolio

planning and analysis

Risk management and controls

20

Business

Capabilities



Data

• Implement new EA Tool

• Capability Catalog

• Application/ Technology Inventory

Information

• Business Capability Maturity

• Application Assessments & Lifecycle Planning

Knowledge

• Portfolio Rationalization

• Portfolio & Planning Maturity

eInsight

• Scenario Analysis

• Overall IT Planning and decision making

• Enterprise Portfolio Management

The eInsight (Troux) JourneyAs data quality improves, we can expand the value of building

relationships across key portfolios to provide analytics and

support decision making and planning activities

Most

Cargill

is here

21



Key Takeaways & Learnings – Hold up a Mirror!

22

Determine the need for an “EA Tool”

• Align the tool’s need to process maturity,

leadership support (funding), the need to

connect two or more portfolios

• Formal Methods and Processes lead to

a Tool supplying

• connectivity to manage the vastness of

the information

• leading to business questions

• resulting in decisions that can be made

Apply what we ask the business to do…

Key Learnings

• Identify a specific use case before investing in

an EA Tool

• Establish a disciplined, but opportunistic and

agile, roadmap to enable eInsight (Troux)

capabilities that add value to the business

• The tool encapsulates a disciplined approach

for advanced IT Planning practices that can

accelerate the ability to mature enablement

• Focus on producing results (Quick Wins) that

can pressure test the processes, demonstrate

payback and create stories to tell

• Capture data at the right level [just enough] to

answer stakeholder questions

• Don’t discount the amount of effort to

populate / maintain the information

Strategy

Process

Tool(s)


TCBAF – Approaching Tools for Success 150 years of helping the world thrive23



Topics for Breakout Sessions

24

• Does your company acknowledge the need to manage across more than one architecture portfolio

• Business, Project, Application, Technology

Portfolios

• How do your business architects engage with the business in your company?

• Which specific questions are coming from the business and which decisions are made ?

Value and Engagement

• How did your company know when they were ready for an EA tool?

• What does it take to support an EA planning tool?

Tool

Speedy Report Out



Documents

TCBAF - Approaching Tools for Success - Nov 17 2015 - FINAL · 11/17/2015 · 04.00 Sales 04.01 Sales Strategy 04.02 Sales Planning 04.03 Sales Execution and Customer Management