A presentation by S2E Founder, Whynde Kuehn, at the Business Architecture Guild Innovation Summit in June 2015 in Berlin. The presentation covers the value proposition of Business Architecture and how to communicate it.

1. DEFINING VALUE PROPOSITION:
WHAT’S THE SOUL OF YOUR
BUSINESS ARCHITECTURE
17 June 2015
6/4/2015 COPYRIGHT © 2015 S2E CONSULTING INC.

2. Our Time Together Today
The value of business architecture…
 The struggle for understanding
 Value propositions you can use
 Tips to communicate the value
6/4/2015 2COPYRIGHT © 2015 S2E CONSULTING INC.

3. THE STRUGGLE FOR
UNDERSTANDING
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4. 6/4/2015 CONFIDENTIAL – S2E CONSULTING USE ONLY 4

5. What Are They Thinking?
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“We’ve been successful without it for decades.”
“If it was that important, I would have learned about it
in Business School.”
“This is just the flavor of the day. It will pass and I
have real work to do.”
“If we do this, then I have to…
…change.
…do more work.
…do things I really don’t want to do.
…be more transparent.
…be more accountable.
…[fill in the blank].
“If it’s been missing, then it must mean we’ve been
doing it wrong…”

6. Why Are They Thinking It?
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The Maturity of Discipline* Them? Us?
* Source: Roger’s Innovation Adoption Curve
Why are they not inspired to act?

7. What Can We Do About It?
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Create Demand.
UNDERSTAND
THE PROBLEM
ILLUMINATE
THE GAP
ADDRESS
THE GAP
TELL THE
STORY
“In order to find an
answer, one must live
in the question.”
Learn the people, the
issues, the
opportunities, the
facts – and the
impacts (So what?
What happens if we
do nothing?)
Point out the gap
they did not know
was there. Carve out
“whitespace.” Create
your market. Create
a movement!
Share findings
formally or informally
Show how your
solution perfectly
addresses the gap
Talk about how your
solution can help (and
show how it’s helped
others), find an
advocate and do it.
Describe how it fits
with what others do.
Good ideas will
spread
Capture success stories
with quotes and metrics
from day one; tell your
story and help others tell
it for you
See also good article in Washington Business Journal,
“To create demand, follow five key rules, without fail”

8. Real World Example #1
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Taking an enterprise approach to business transformation
UNDERSTAND
THE PROBLEM
ILLUMINATE
THE GAP
ADDRESS
THE GAP
TELL THE
STORY
Transformation failed
twice before, but
major customer
issue still exists
• Learned who was
involved,
approaches
taken, results
and root causes
The gap was needing
an enterprise
approach
• All previous
attempts were
analyzing and
solving the
problem in silos
• No one could
holistically
understand what
was happening
or the impact, let
alone address it
VP Bus Arch obtained
buy-in from business
steering committee to
sponsor an enterprise
architected solution
• Told current and
future state story
through vignettes
• Created first Target
Architecture in
company; close
business and IT
Architecture
partnership
Story told widely
• This transformation
was the first of many;
led to entire
enterprise
transforming around
customer experience
• CX steering committee
was formalized

9. Real World Example #1
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Taking an enterprise approach to business transformation
Bus. Area A
Bus. Area B
Bus. Area C
Bus. Area D
Bus. Area E
Bus. Area F
Bus. Area G
Bus. Area H
Communication
Content
Generation
Bus. Area A
Bus. Area B
Bus. Area C
Bus. Area D
Bus. Area E
Bus. Area F
Bus. Area G
Bus. Area H
Communication
Preparation Bus. Area A
Bus. Area B
Bus. Area C
Bus. Area D
Bus. Area E
Bus. Area F
Bus. Area G
Bus. Area H
Communication
Generation
Bus. Area A
Bus. Area B
Bus. Area C
Bus. Area D
Bus. Area E
Bus. Area F
Bus. Area G
Bus. Area H
Communication
Delivery
Bus. Area A
Bus. Area D
Bus. Area H
Communication
Viewing Bus. Area A
Bus. Area B
Bus. Area F
Bus. Area G
Communication
Tracking
Customer
PRODUCT-CENTRIC

10. Real World Example #1
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Taking an enterprise approach to business transformation
CUSTOMER-CENTRIC
Bus. Area A
Bus. Area B
Bus. Area C
Bus. Area D
Bus. Area E
Bus. Area F
Bus. Area G
Bus. Area H
Communication
Content
Generation
Shared Cap.
Communication
Preparation
Customer
Shared Cap.
Communication
Generation
Shared Cap.
Communication
Delivery
Shared Cap.
Communication
Tracking
Shared Cap.
Communication
Viewing

11. Real World Example #2
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Improving Portfolio Management decision-making
UNDERSTAND
THE PROBLEM
ILLUMINATE
THE GAP
ADDRESS
THE GAP
TELL THE
STORY
Desire to improve
transparency and
decision-making
within Portfolio
Management process
• No way to reconcile
investment with
direction
• No good way to
reconcile spend
within / across
portfolios, identify
dependencies or
measure results
The gap was needing
a common business
framework
VP Bus Arch brought
capability heat maps to
Portfolio Leadership
Council with insights
• Created a visual view
of capability map
• Created heat maps:
• Direction vs. spend
• Spend within and
across portfolios
• Defined standard
metrics for capabilities
Partnered with
Portfolio
Management Team
• Embedded business
capabilities and heat
mapping into portfolio
management
submission and
decision-making
process

12. Real World Example #2
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Improving Portfolio Management decision-making
INVESTMENT IS NOT WELL-ALIGNED TO STRATEGY

13. Real World Example #2
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Improving Portfolio Management decision-making
INVESTMENT HAS SOME REDUNDANCY AND CONFLICT

14. Real World Example #3
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Aligning strategy with execution
UNDERSTAND
THE PROBLEM
ILLUMINATE
THE GAP
ADDRESS
THE GAP
TELL THE
STORY
Realize Strategy value
stream is fragmented
• IT leadership asking for
help with specific
challenges, but root
causes cross the value
stream (e.g. not aligning
to business direction,
bottom-up planning, not
measuring results, etc.)
• Issues coupled with
desire to grow,
transform and bring
together business units
The gap was needing
an integrated,
consistent, enterprise
Realize Strategy
value stream
Defined an enterprise
Realize Strategy value
stream; currently
applying business
architecture as possible
• Partnering closely
with all relevant
business and IT roles
• Building role for
business architecture
into the value stream
• Demonstrating value
to early customers
The rest of this story
is unwritten…
• Reconciled
current
processes
against general
Realize Strategy
value stream;
highlighted
issues and
opportunities

15. Real World Example #3
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Aligning strategy with execution
Assess Impact
Clarify Goals
and Strategy
Architect the
Change
Identify the
Gaps
• Provide High Level Scope
Definition
• Provide Framework for
Requirement Acceleration
and Reuse
• Provide End-to-End
Traceability and Metrics for
Consistent Measurement
PORTFOLIO MANAGEMENT
Provide a framework to analyze
investment within and across
portfolios
• Map Strategy
• Identify Strategy
Impacts
• Develop Target
Architecture to Translate
How Strategy Will be
“Operationalized”
• Compare Current to
Target Architecture to
Identify Necessary
Changes
• Inform Strategy:
• Articulate Current State
• Identify Strategy
Impacts
• Map Strategy
• Organize Changes into a
Strategic Roadmap
• Identify Impacts,
Stakeholders,
Dependencies, and
Integration Points
Across Initiatives
BA Role
BA Role
Develop Goals
and Strategy
Architect
Changes
Develop
Roadmap
Execute
Solutions
Measure
Progress

16. VALUE PROPOSITIONS
YOU CAN USE
6/4/2015 16COPYRIGHT © 2015 S2E CONSULTING INC.

17. One Way To Explain “Why Now?”
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Growth and
Success
Led to
Bigger, more complex,
interrelated organizations
Insufficient collaboration
across the organization (siloed)
Lack of documentation;
“accidental business design”
Limited visibility of
the breadth and depth
of the organization
Fragmented customer
experiences and
inefficient, redundant
operations
Difficulty reacting to
the pace of change
required by the
external environment
A low success rate in
implementing strategies
well or quickly enough
A Common Reality

18. Business Architecture Opportunities
 We need to align strategy with execution
(do it better and / or be more agile)
 We need to enable enterprise-wide
business transformation
 We need to shift the organization to a
customer-centric business model
 We need to increase operational
efficiency and reduce expense
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A few examples of what to listen for; addressing them = value!
Some of the opportunities and / or ways business architecture
addresses them may overlap.

19. Business Architecture Opportunities
 We need to improve how we plan and
prioritize work across the enterprise
 We need to make better investment
decisions within and across portfolios
 We need to improve the efficiency of our
solution delivery
6/4/2015 CONFIDENTIAL – FOR S2E CONSULTING USE ONLY 19
A few examples of what to listen for; addressing them = value!
Some of the opportunities and / or ways business architecture
addresses them may overlap.

20. Business Architecture Opportunities
 We need to ensure our IT strategy and
architecture are aligned with our business
 We need to modernize our legacy
environment
 We need to merge organizations /
business units or drive consistency
across them
6/4/2015 CONFIDENTIAL – FOR S2E CONSULTING USE ONLY 20
A few examples of what to listen for; addressing them = value!
Some of the opportunities and / or ways business architecture
addresses them may overlap.

21. Opportunity Example
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“We need to merge organizations / business units or drive
consistency across them…”
POTENTIAL
DRIVERS:
• Company merger or acquisition
• Internal business unit consolidation
• Internal and / or external need for consistency
• Desire to reduce complexity
POTENTIAL
STAKEHOLDERS:
HOW BUSINESS
ARCHITECTURE
HELPS:
• Business and IT Leaders (who are driving and who are impacted)
• Business and IT Leaders and teams who are responsible for executing
• External stakeholders involved in a company merger or acquisition
• Provide a high-level, business-focused framework to:
• Identify the entire business and IT scope and change impact
• Reconcile and make decisions about the future state
• Break up the scope of making changes into initiatives
• Enable the change

22. Describing The Value
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A Format That Works
VALUE TO
[COMPANY]
[OUTCOME] [OUTCOME]
[Strategic Priority Enabled]
[Strategic Priority Enabled]
 [How exactly business
architecture helps]
 …
 …
[Strategic Priority Enabled]
[Strategic Priority Enabled]
 [How exactly business
architecture helps]
 …
 …
[The Purpose]
[One or two simple, memorable sentences that describe what business architecture does for the enterprise.]

23. Business Architecture “Charter”
 Background and Case For Change
 Purpose to [Company]
 Scope
 Value to [Company] – Copy in the picture!
 Value Proposition (i.e. “Opportunity” addressed)
 How business architecture helps
 Tie back to enterprise strategic priorities
 Stakeholders
 Measures of Success
 “Services” Provided
 Organizational Structure
 Engagement Model
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Content to consider

24. BA Guild Scenarios and Case Studies
 Scenarios
 Scenarios are common situations where
business architecture can be applied
 Scenarios provide context for applying
blueprints
 See Part 4 of BIZBOK® Guide
 Case Studies
 Case Studies are actual examples where
business architecture has been applied for
specific scenarios
 See Part 7 of BIZBOK® Guide and Innovation
Summit presentations; share yours with the
Case Study Collaborative Team!
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25. TIPS TO COMMUNICATE
THE VALUE
6/4/2015 25COPYRIGHT © 2015 S2E CONSULTING INC.

26. Top Tips For Communicating
1. Know why you exist – what is
the soul of your business
architecture practice? Define
your value proposition to the
organization first.
 Value proposition drives key
decisions
 Keep it simple and tied to
enterprise priorities
 Limit the initial scope / focus
 Follow the format
6/4/2015 CONFIDENTIAL – FOR S2E CONSULTING USE ONLY 26
Based on years of things that worked and didn’t…
Services
Provided
Metrics
Captured
Practice
Structure
and
Capabilities
Needed
Work
Selected
Business
Architecture
Value
Proposition

27. Top Tips For Communicating
2. Do have top-down support – Go as high
as you can go as soon as you can. Build
advocates everywhere.
3. Start intentional change management
and communication as soon as you
decide to formalize the practice.
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Based on years of things that worked and didn’t…

28. Top Tips For Communicating
4. Carve out “whitespace” and have a
perspective on how you integrate with others.
 Share that perspective for context in conversations
 Solve problems and deliver results – not just
architecture
 Be prepared that solving certain problems will likely
require partnership with other disciplines
5. Be passionate about what you do!
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Based on years of things that worked and didn’t…

29. In Summary…
 Work within our realities, but have fun
with it. Think marketing, create demand.
 Listen for the opportunities, act swiftly,
execute them well, tell the story and
build momentum.
 Know the soul of your business
architecture, communicate your
message simply, and be soulful!
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30. Enjoy the Journey!
6/4/2015 30COPYRIGHT © 2015 S2E CONSULTING INC.
Whynde Kuehn
E-mail: whynde.kuehn@s2etransformation.com
Phone: +1 347.880.1637
Website: S2etransformation.com
Keep In Touch.

31. Successfully executing your
strategic vision