bringing architecture thinking to the people - an introduction into the people aspects of designing...

| ARCHITE CT ING THE PE OPL E | E NTE RPR ISE ARCHITE CTS © 201 31

FINAL v1.0.1 –October , 2013

PRESENTED BY:

Craig Martin -Chief Architect,

Enterprise Architects

An introduction into the PEOPLE aspects of

designing a business

Customer and Employee

BRINGING ARCHITECTURE

THINKING TO THE PEOPLE


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outcomes

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Frameworks

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Learning

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Architect

Services

Thought

Leadership

Enterprise

Services


Consumers of Architecture, by Industry

BANKING & FINANCE

TELECOMMUNICATIONS

IT VENDOR ORGANISATIONS

CONSULTING

HEALTHCARE

GOVERNMENT

& DEFENCE

ENERGY &

RESOURCES

LOGISITICSEDUCATION1

3

2

4

5

6

7 89

The size of the image demonstrates the sum of spend on Architecture for each industry. Source: Enterprise Architects


Utility

(Foundation)

Innovate

Build Advantages

Assemble

Prolong

Advantages

Mix

Reduce

Disadvantages

What's business about?D

IFF

ER

EN

TIA

TIO

NThe Building Block Analogy


The goal of a good business

model is to address the

advantages and disadvantages

in a coherent manner

The Environment

The Business Model

Market

Model

Products

and Service

Model

Operating

Model

Markets

Industries

Customers

Market Segment

Channels

Customer

Relationships

Value Proposition

Offering: Products /

Services

Capabilities

Processes / Value

Chains

Business Services

Functions

Data

Applications

Technology


Finding the Right Business Mixes This entails having a clear understanding of the activities required to move from the mystery

space to the algorithm space

Unresolved

Business

Challenges

Rules of thumb

Robust,

repeatable and

replicable

formulas &

processes

Ultimately all innovative

algorithms will become utility.

* From Roger Martin (2009) The Design of Business


ANALYTICAL THINKING

INTUITIVETHINKING


GOAL: Reliably produce

consistent, predictable

outcomes

GOAL: Produce outcomes that meet desired objectives

Coherency requires a balance of goals and

thinking typesThe Challenge is identifying the right skills in the organization that are able to traverse the domains of

innovative intuitive thinking, and reliable analytical thinking .

INVESTMENT

TYPICALLY GOES

HERE

NPV

EVA

Operation Management

Quality Management

Corporate Governance

Enterprise Patterns

Portfolio Analysis

IT Governance

Value Engineering

PRINCE2

Six Sigma & Loan

Business Intelligence

Strategic Traceability

Financial Modelling

Innovation Management

Business Analysis

Data visualisation

Talent Management

System Thinking

Mission

Business Model Design

Stakeholder Value

TOGAF

Cost Engineering

Solution Architecture

Knowledge Ecosystem

Six Thinking Hats

Collective Intelligence

Gamification

Crowdsourcing

Change Management

Perception Management

Wicked Problems

Environmental Scanning

Brand Management

Integrative Thinking Goals

Capability

Five Forces

Root Cause Analysis

Product Management

Search for “The EA

Headspace”


Who is best qualified to operate here?

ANALYTICAL

THINKING

INTUITIVE

THINKING


GOAL: Reliably produce

consistent, predictable

outcomes

GOAL: Produce outcomes

that meet desired

objectives

Certain business disciplines are required to reduce

the time to codifyKey disciplines are required to reduce the time taken to move unresolved business challenges into

reliable and repeatable processes

SHOULD INVESTMENT GO HERE

AND WHO IS QUALIFIED TO

OPERATE HERE?

Unresolved

Business

Challenges

Rules of

thumb

Robust, repeatable

and replicable

processes

Search for

“The EA Headspace”


D

INTUITIVE

THINKING

ANALYTICAL

THINKING

RULES OF

THUMB

The speed of business change requires a discipline that is able to use

the heuristics effectively in order to achieve the desired outcomes

The Environment

The Business Model

Market

Model

Products and

Service

Model

Operating

Model

Markets

Industries

Customers

Market Segment

Channels

Customer

Relationships

Value Proposition


Services

Capabilities

Processes / Value

Chains

Business Services

Functions

Data

Applications

Technology

Robust, repeatable and replicable processes

Unresolved Business Challenges

Mystery Mystery Mystery

Innovation

Heuristics

Assembly

Heuristics

Mixing

Heuristics

Utility

(Foundation)


The Focus is Moving UpwardsWhat we are finding is that business challenges are moving further up the knowledge funnel. The lower

levels are becoming commoditised rapidly and the challenge is for those who can find value in mixing the

chunks further up the knowledge funnel


› Process Improvement

› BPM

› Automation. Modules. Components

› Value Stream and Cross Functional

Capabilities

› Capability Based Planning

› Optimal Mixes of Resources

› Business Model Innovation

› Business Model Disruption

› M&A

PROCEDURAL

INSTRUCTION SETS

(Fine grained & atomic

problems)

COMPLEX AND DYNAMIC

(Coarse Grained Composite

problems)

Agility

favours those

who find the

best

heuristics


The Environment

The Business Model

Market Model

Products and

Service Model

Operating

Model

Markets

Industries

Customers

Market Segment

Channels

Customer Relationships

Value Proposition


Services

Capabilities

Processes / Value

Chains

Business Services

Functions

Data

Applications

Technology

What we have found in large accountsLines of responsibility around cohesion and business architecture, are often unclear

Fu

nct

ion

al

Cap

ab

ilit

ies

Cro

ss-F

un

ctio

nal

Cap

ab

ilit

ies

En

terp

rise

Co

here

ncy

Cap

ab

ilit

ies

Strategic

Architecture

Mandate –

Business

Ownership

IT Architecture

Mandate –

IT Ownership

Business

Architecture

Mandate

Undefined

Cohesion Mandate

Undefined - Enterprise Planning Ownership


Capability driven

› Capability driven architectures are designed to support the strategic objectives of an organisation

› Capabilities consist of people, process and technology

› To fully understand a capability the three components exists regardless of their maturity level

One of the means to drive out coherency is through capability based planning

Capability based

planning is one of

the tools that looks

at the best “mix” of

resources required

to develop this

cohesion

Mission

Strategies

Tactics

Vision

Goals

Objectives

Outcome

CAPABILITY

People

Process

Tools


Capability Based Planning

The focus of current capability based planning efforts is still heavily tilted towards

technology and tools. This is often drive by the architecture mandate

CAPABILITY

People

Process

Tools Yes

Maybe

No

Umm..?


Designing for People

Business

Behaviour

Employee

Behaviour

Customer

Behaviour

People & behavioural capability required to deliver

the motivation and experience

Customer behaviour required to meet

objectives

Organizational “behaviour” required to address the

business motivation

Business

Motivation

Market Insight and strategic intention


Business Motivation

The motivation aspects need to be identified in order to understand the people

resource of the capability landscape

*Adapted from business motivation model - OMG

Leve

rs

TACTICAL

STRATEGIC

VISIONARYMission

Strategies

Tactics

Vision

Goals

Objectives

MEANS END

Dri

vers


Business Motivation: The Business Motivation Model

Brings ConsistencyThe language of strategic planning is often inconsistent – The BMM provides a Consistent Language at

the motivation level

Mission

Strategies

Tactics

Vision

Goals

Objectives

A statement describing the aims,

values and overall plan of an

organisation.

e.g. “To be the leading creator and

protector of wealth.”

A Course of Action that channels

efforts towards objectives

e.g. “Call first-time customers

personally”

The strategic plan.

e.g. “Defend our current customer

base to reduce churn and increase

repeat business”

A concise statement of a desired

change.

e.g. “To be the leading provider of

wealth management services in our

major target markets within the next

5 years.”

The outcome of projects improving

capabilities, process, assets, etc.

e.g. “Develop an operational customer

call centre by June 30, 2015.

What the plan will achieve.

e.g. “Improve customer satisfaction

(over the next five years)”

*Adapted from business motivation model - OMG

“The BMM is a technique in which one determines an ultimate goal and determines

the best strategy for attaining the goal in the current situation”


Business Motivation: From Values to

PrinciplesCultural Aspects are identified through the business motivation model

Mission

Strategies

Tactics

Vision

Goals

Objectives

VALUES

PRINCIPLES

CULTURE

Important and lasting beliefs or

ideals shared by

the members of a culture.

Principles are general rules and

guidelines, intended to be

enduring and seldom amended,

that inform and support the

way in which an organization

sets about fulfilling its mission.

The values and behaviours that

contribute to the unique social

and psychological environment

of an organization.


Business Motivation: Understanding Business

Motivation & BehaviourThe architecture discipline seeks to ultimately align motivation with business

behaviour

BUSINESS MOTIVATION MODEL

BUSINESS ANCHOR MODEL

Mission

Strategies

Tactics

Vision

Goals

Objectives

VALUES

PRINCIPLES

CULTURE


Business Motivation: Model ExampleThis is an example completed version of a business motivation model

EA’s

standard

structure

for a BMM


Business Behaviour

Business behaviour is represented by the various aspects of the business model


Business Behaviour: Example

› To transition the leadership culture from an operational delivery model based on loyalty and compliance to one of empowerment, excellence & innovation as a way of achieving excellence in customer service.

› Dual challenges of standardization, productivity and conformity (supported by a command and control structure) and “employee –profit” chain (supported by an inspiring business leadership)

› Relatively low level of skill required with high labour intensity at the bottom of the pyramid.

› 60-70% of the employees have direct customer interface and there is no substitute to personalized service, relationship and loyalty increasing a differentiator

› Repetitive nature of work leading to stress

Hospitality


Business Behaviour: The Business Anchor

ModelThe Anchor Model is the “Map of the City”


Business Behaviour: Capability drives out

the outcomes of the motivation model

CAPABILITY

People

Process

Tools

Outcome


Business Behaviour: Capability can be a

complex business abstraction


Business Behaviour: Key Aspect of Capability

is the PEOPLE Resource


Designing for People

Employee

Behaviour

Customer

Behaviour

People & behavioural capability required to deliver

the motivation and experience

Customer behaviour required to meet

objectives

Addressing the PEOPLE aspects has two lenses:• Customer/Citizen Focus• Employee Focus


Customer Behaviour: Understand the Experience

Know your customer: The customer personas considered in scope of the review were High Volume, Low Volume and Ad-hoc groups

Customer interaction map : Customer Segment ABC

Sanitised



Customer Behaviour: Understand Touchpoints -

Identify issues in the customer journeyMap the Customer personas into a customer interaction map to come up with the journey through the customer value chain & look for issues

Sanitised


Customer Behaviour: Customers Drivers Across their

Journey

1. EPIC MEANING & CALLING - This is the Core Drive where a person

believes that he is doing something greater than himself or he was

“chosen” to be involved.

2. DEVELOPMENT & ACCOMPLISHMENT - This is the internal drive of

making progress, developing skills, and eventually overcoming

challenges.

3. EMPOWERMENT OF CREATIVITY & FEEDBACK - This is when users

are addicted to a creative process where they have to repeatedly

figure things out and try different combinations.

4. OWNERSHIP & POSSESSION - This is the drive to “want”

something.

5. SOCIAL INFLUENCE & RELATEDNESS - This drive incorporates all

the social elements that drive people – including: mentorship,

acceptance, social responses, companionship, as well

as competition and envy.

6. SCARCITY & IMPATIENCE - This is the drive of wanting something

because you can’t have it.

7. CURIOSITY & UNPREDICTABILITY - Generally, this is a harmless

drive of wanting to find out what actually happens.

8. LOSS & AVOIDANCE - This drive is based upon the avoidance of

something negative happening.

Measure Customer and Employee Drive across the journey

0

5

10

15

20

25

Meaning

Empowerment

Social Pressure

Unpredictability

Avoidance

Scarcity

Ownership

Accomplisment

Target Current *Octalysis


Customer Behaviour: The customer value chain &

Emotional Drivers

Customer Outcome

Customer Expectations

Set-up Integrate OrderTrack

and TraceReceive Query


B C D E F G

Establishing my account is quick and

simple…

Integration is quick and easy, with the right

help available

Efficient, with choices that make it convenient

I know when the parcel will arrive

I can find out whether my items were

delivered;

I get a meaningful resolution to my

problem

“I want to set-up my account”“I want to get ready to send

parcels”“I want to send a shipment”

“I need to know when my items

will arrive”

“I want confirmation that my

items have arrived”

“Something has gone wrong

with my parcel delivery…”

In light of the touchpoints understand the customer value chain and their emotional drivers across the value chain


Customer Behaviour: Understand the

Emotional Roller Coaster of your customersIncremental, significant or transformation changes required to improve the experience


Business Behaviour meets Customer

BehaviourWhat Value Maps are now required to address the sub-optimal customer experience

What are the value maps required to deliver this outcome


Business Behaviour meets Customer Behaviour

The use of the value stream or cross functional capability methods link the customer experience to

the business model and business behaviour

Standard functional capabilities can

be aligned to a value chain

Cross functional capabilities assemble and mix functional capabilities to

achieve outcomes in the value map or driver tree

Cross functional capabilities each drive out

different outcomes. Underlying functional

capabilities will have varying perspectives of

capability maturity and capability uplift

You can also use cross functional models as scenarios to

test the capability anchor model validity


Business Behaviour meets Employee

BehaviourWhat people process and tools are required to address the gap


Linking the Value Streams to the

Performance ModelUnderstanding value across the “value stream” helps focus Employee Behaviour

Sanitised


Employee Behaviour: Focussing on the

Capability ResourcesThe Process Layer Plays a Strong Role in assembling capabilities for different outcomes

PROCESS

Sign Up & Integrate

CAPABILITY

20. Information Services Management

CAPABILITY

15. Sales Execution

PROCESS

A1. Explore and compare potential providers and

services

PROCESS

B2. Sign up and activate account

PROCESS

C3. Integrate my store with Australia Post’s API’s

precedes precedes precedes precedes

BUSINESS SERVICE

Customer Sales

Management

BUSINESS SERVICE

Partner Collaboration

PROCESS

C1. Receive information on how the systems and processes will work

PROCESS

C2. Install the necessary hardware / software on

my systems

is realized by

LOGICAL

APPLICATION COMP.

Customer Sales

Management

LOGICAL

APPLICATION COMP.

Enterprise Resource

Planning

LOGICAL

APPLICATION COMP.

Partner Collaboration

Management

LOGICAL

APPLICATION COMP.

Security Management

communicates with communicates with

communicates with

implements

is realized by

implements

ACTOR

Post Staff

DATA ENTITY

Sales Order

ACTOR

Post Staff

participates in participates in

is processed by

consumes

SAP - CRM SAP - ERP auspost.com.a

u

IAM - OIM

is processed by

ACTOR

Fiona

participates in

Customer

CAPABILITY

People

Process

Tools

Connecting these to projects provides valuable insight into coherency o the capex investment across the enterprise

Within each process flow, there are typically four to five capabilities that make up the process. These typically correspond to functional silos that complete each step.

Within each capability, the model identifies systems or applications that are used to execute the capability. This is where the model forms the alignment between business and IT.

Archimate Notation


Employee BehaviourCapability is a complex topic required to address complex relationships


Employee Behavior: Competency

Hard Skills Soft Skills

Behaviour

Indicators

Skilled

Overused

Un-Skilled

Competency

Performance

Criteria

Capability

OutcomesThe definition of competency varies depending upon which framework you use. Lominger

excludes hard skills from competency


1. Business Motivation &

Behaviour: Business

capability model aligned

to value chain

aspirations.

2. Capability description

catalogue

3. Client Capability Model

with Strategic Priorities

Overlay

4. Client Practice Overlay

5. Client Organisation

Scope Overlay and

Competency Heatmap

6. Current assessment and

observations on people

competencies and

recommendations

Case Study Example Deliverables


Phase 2Phase 1 Phase 3 Phase 4

Case Study: Approach

Establish Client Capability Model- Primary Reference Model

4

Client Strategy Documents - Vision

1

Stakeholder Interviews - Context & Behaviour descriptions

3

Interview Notes

Industry Reference Models - Content

2Capability Survey- Capability Gaps – People Focus7

Interpret Behaviour Descriptions to identify skilled, overused or unskilled competencies

5 Recommend Business, Operating and People Skills aligned to value chain

8

Developed Strategic Priorities & Practice Overlays

6Develop Reference Security Services Catalogue & Functional Role Overlay

9

Client Capability Review Report

Sanitised

Sanitised Sanitised


Employee Behaviour

› If factors for job evaluation can be commoditised across organisations, why not the competencies?

› Total Suite of integrated Business/HR Tools including instruments for selection, Performance Management, Personal Development, Team Performance, Change Management and Succession Planning.

› Process allows organizations to select a set of Competencies (success profiles) that can be directly linked to improved Organizational Capability and Results.

› Competencies have been correlated and validated to Performance, Potential, Relationship Skills, Emotional Intelligence and Myers Briggs.

› 5. Competencies are weighed by difficulty to learn which has implications for both selection and the effort required to develop individuals.

› 6. Each competency has a set of practical remedies and assignments that can be included in a Personal Development Plan.

Using the Lominger framework

Dr Nisha Leena SinharoyEA Consultant and Team Lead


Competency

Mapping

LOMINGER EXAMPLE:

PROBLEM SOLVING

COMPETENCY

UNSKILLED

› Not a disciplined problem solver; may be stuck in the past, wed to what worked before

› Has to rework the problem a second time

› May be a “fire-ready-aim” type

› May get impatient and jump to conclusions too soon

› May not stop to define and analyzethe problem; doesn’t look under rocks

› May have a set bag of tricks and pull unfit solutions from it

› May miss the complexity of the issue and force-fit it to what he or she is most comfortable with

› Unlikely to come up with the second and better solution, ask penetrating questions, or see hidden patterns

SKILLED

› Uses rigorous logic and methods to solve difficult problems with effective solutions

› Probes all fruitful sources for answers

› Sees hidden problems

› Is excellent at honest analysis

› Looks beyond the obvious and doesn’t stop at the first answers

OVERUSED

› May tend toward “analysis paralysis”

› May wait too long to come to a conclusion

› May not set analysis priorities

› May get hung up in the process and miss the big picture

› May make things overly complex

› May do too much of the analysis personally.


Identifying competency uplifts includes understanding

implications of both strengths and challenges/gaps

…it is important to be mindful that the

competency does not become an Overused

Skilled*. In situations where a competency is

identified as an Overused Skill, compensating

competencies can support to balance the

behaviours

If a competency is a strength…

If a competency is a challenge or a gap…

…the key call out is that Unskilled* behaviours

are being demonstrated. Identifying substitute

competencies will assist in bridging the gap as

work is undertaken to develop the gap

* Overused skill & Unskilled are terms used in the Lominger Framework

Skilled behaviours• Has the functional and technical knowledge and skills to do the job at a high

level of accomplishment

• Is the ‘go-to’ person when problem solving functional/technical challenges

• Is considered the subject matter expert

Functional/

Technical Skills

The ability to explore new applications or enhancements

to assist staff and to provide better customer service

through technology while understanding the impact of

technological changes on the organisation

Overused Skill• May overdevelop or depend upon

technical and functional knowledge

• May use deep technical knowledge

and skills to avoid ambiguity and risk

• May be seen as too narrow in

approach when problem solving

Unskilled• Not up to functional or technical

proficiency

• May be stuck in past skills and

technologies

• Lack of detail orientation to go deep

• May not make the time to learn

Compensators:Creativity, Innovation

Management, Intellectual

Horsepower, Learning on the Fly,

Personal Learning. Perspective,

Problem Solving, Stranding

Alone, Strategic Agility

Substitutes:Business Acumen, Delegation,

Directing Others, Intellectual

Horsepower, Learning on the

Fly, Listening, Perspective,

Priority Setting, Technical

Learning

For example:

Using this approach, we identified compensators

(Competencies that counter balance overused skills) and

substitutes for the strengths, challenges and gaps identified

as a baseline of competency considerations. We also then

identified competency requirements in alignment with the

regional aspirations and functional requirements to

propose the following framework

The Lominger

Framework

recommends that

no more than 3

compensators or

substitutes are

identified for

development


Employee Behaviour: Case Study

The more mature part of the industry views capability as people focussed

Sanitised


Client Capability Model

Q1 Does your area have this

capability today?

Q2 Will your area require this

capability to meet growth

aspirations?

Q3 How would you rate people

competency currently?

Capability Survey

Team Scope Overlays & scope analysis

Team Competency Overlay& hotspot analysis

The scope of each

team’s capability and

the major gaps

and overlaps

Capabilities with people

competency hotspots

We asked… To understand…

Strategic Priority Overlay& priority analysisClient Plan-on-a-Page

SUPPORTING CAPABILITIESPRODUCT & SERVICE

STRATEGY SERVICE DESIGN SALES SERVICE TRANSITION SERVICE OPERATIONSCUSTOMER

MANAGEMENT

We mapped the 15 strategic priorities to capabilities…

Client Strategic Priorities Overlay

Baseline & People Assessment

Employee Behavior: Case Study. Mixing Views to Address

Competency

1

2

3

Sanitised

Sanitised

Sanitised

Sanitised

Sanitised Sanitised

Sanitised


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aC

ENABLING CAPABILITIESPRODUCT & SERVICE

STRATEGYSERVICE DESIGN SALES SERVICE TRANSITION SERVICE OPERATIONS CUSTOMER

MANAGEMENT

Case Study: For most areas, people were challenged due

to process and resource constraints but still able to

perform

Pain point level by capability

Service strategy and offer creation operating almost in pilot stage – Client has intent to take

leadership and grow through Service Creation team and Practices1

Demand management for solutioning and delivery is responsive but tactical – increased

transparency and visibility of the sales pipeline would allow for proactive planning2

Many pain points raised across project, change, release and configuration management – the

PM competency underpins these other capabilities and work is being done to improve3

A lack of organization around supporting capabilities has lead to teams employing their own

processes, introduces inefficiency and varying levels of quality4

Observations and Insights

A review process and tool impacts and uplifts underway on capability will

support a refined and focused view of competency only hotspots

Mapping to capability model

* CDU not availableat time of print

3

4

3

2

1

Good

Average

Poor

Sanitised


Case Study: Competencies to support a business adapting to

high volume of change and growth are recommended as a focus

• Business Acumen

• Perspective

• Priority Setting

• Global Business

Knowledge

• Cross-Cultural

Resourcefulness

• Non-Strategic

• Lack of Composure

• Customer Focus

• Drive for Results

• Learning on the Fly

• Dealing with Ambiguity

• Cross Cultural Agility

• Assignment Hardiness

• Humility

• Overdependence on a

Single Skill

• Performance Problems

• Poor Administrator

• Informing

• Interpersonally Savvy

• Managing Diversity

• Cross Cultural

Sensitivity

• Organizational

Positioning Skills

• Blocked Personal

Learner

• Unable to Adapt to

Differences

Business

Skills

Operating

Skills

People

Skills

Individual Management Career Blockers


Case Study: Outcome › The outcome for Client was a competency framework to move from a product centric organization to a service

centric, customer intimate organization.

› We gave them the behaviour descriptions on what to aspire to in order to address their business motivations

› A people roadmap and change program was not delivered and would be the next phase

› Behaviour change aspects and design are also needed for the next phase ie. how do we AFFECT the behaviours of

the staff to move towards the future state ?

› What types of employee drivers do you want to address in moving from current to future capability improvement? -

Extrinsic vs. intrinsic motivators


Q&A

bringing architecture thinking to the people - an introduction into the people aspects of designing...

Business

architecture services

people archite ct ing

consumers of architecture

right business

good business model

roger martin

craig martin chief architect

certification archimate