Understanding Business Strategy

Cutting Edge

Paradigm

Tuesday, October 07, 2014 Web Presentation Part 1

Vinu Jade Ambassador and Chapter Lead, IASA India

v.jade@iasahome.org Information Systems Strategy Advisor

Why this Talk - Observations from experience

Business Professionals and their strategists have lack of clarity in understanding value benefits – Is IT Worth the investment or is IT a cost center?. Their priority focus is in improving supply chain or customer retention and product innovation based on economics and market dynamics for a profitable growth.

The value of dedicated Business strategists and domain modelers are not very recognized in organizations,. They are not easily available in the market . Few internal drivers are executing this role, in each of their own methods within

their area. They are unable to perceive an enterprise wide impact on any changes to their domain, for e.g. Customer acquisition, product innovation, billing, marketing etc, on overall landscape of enterprises.

Why this Talk - Observations from experience

Technology Professionals and their strategists are in a silo of their own. They lack in understanding the business, to provide value. These professionals are more focused on software or ‘ware’ sale with newer hype terms – SOA, BPM, Cloud, Big Data to name a few, which business are not able to comprehend how it benefits them.

The art of Enterprise Architecture is in an IT wrap, rather than an enterprise value. There are few experts who provide solutions to domain issues through architectural transformation, which are tactical in nature. This is limited to Vendor product suites or limited to domains. Applicability of this to cross functional domain solutions, purely enterprise are rare with a transformation or strategic approach.

Even if direction to adopt right technology is provided, implementation partners do not seem to understand how best to execute, especially transformation program.

Why this Talk - Observations from experience

There is lack of strategists group who understand Business to direct or deliver best value from technology, more so in Information technology. This is often driven by knowledge shared by IT vendors with conflict of interest in directing business to adopt the right technology

The aspect of keeping business alive with low cost of investment has been one of the factors for IT projects failing 66% of time as per analysts. The Technology projects rarely have a view of returns of investment paradigm with Business Value

Information technology is taking a big chunk of profit of business, with no visible returns. The project failures due to lack of understanding of business needs have forced corporate to either hold or work around the issues due to

economic situations, when actually IT should provide proactive solutions with conscious view of business growth in the present global context.

What value does one get from this Discussion in Part 1 – 4 ?

Understand Overview of Business, Its imperatives and Where Technology fits

Understand The major impact factors of IT on Business, to be profitable and competitive in the market

Understand The key benefits and strategic values of Architecture to the business by opting to combine the best practices of Architecting with an agile IT and Business Strategy.

Understand Key benefits and strategic values of what IT Architecture brings to the business.

Conceptual POV Accept both business and IT teams need to handle the challenges by synergy with an enterprise view, within Integrated Collaborative Environment ( ICE)

Appreciate Various architecting transformation with the business to map the planned organizational strategy, processes and governance

Perceive How operational needs get simplified with this approach

What value does one get from this Discussion in Part 1 – 4 ?

Awareness EA is an essential skill - comprehend that important essentialities for future alignment of IT to Business and vice versa is in – Enterprise Architecture Practice – involving both Business and IT brains

Introspection Are these skills inherent in you, Do you fit the role, How can you improve the skills to be successful in implementing

Discuss Possible methods to achieve this skill and expertise, given your exposure to the situation and experience

Appreciate Comparative advantages of Enterprise Architecture and various Frameworks, in successfully delivering technology values and

Go back to Industry and Make IT Simple!

Business and Its Strategy Cutting Edge Paradigm Part 1 of 4

Understand Overview of Business, Its imperatives and Where Technology fits

Understand The major impact factors of IT on Business, to be profitable and competitive in the market

Business and Its Strategy – Cutting Edge Paradigm Defining Strategy and Imperatives

Agile Customer Experience ( ACE) based

on Value to Life Style

Product Utilization, Leverage Levels ( PULL)

Financial / Material / Service Supply Chain

Originations

Business Focused Product, Services from

Enterprise

INTERNAL CONTROLS

EXTERNALCONTROLS

Business and Its Strategy – Cutting Edge Paradigm Process and Domain Definition Modeling with Technology Enablement

Vendor Relationship Economic Profiles

Customer Relationship, Demographics, Segmentation

Reactive Market & Regulatory

Support Initiatives

Proactive Process Support

Initiatives

Product Agility and Focus

Market Strategic Initiatives

Domain Modeling

Process Modeling

Observed Variations to be

mapped

Business and Its Strategy – Cutting Edge Paradigm Architecting to meet Demand with Effective Supply

Enterprise Architecture & Strategy Focus

Business and Its Strategy – Cutting Edge Paradigm Architecting to meet Demand with Effective Supply

Enterprise Architecture & Strategy Focus

Enables Cutting Edge

Business and Its Strategy – Cutting Edge Paradigm Business with Cutting edge

Must Have – An Approach and Methodology for Business Strategy

Modeling, helping in Agile Business and Agile IT.

– Value thru Strategic Planning?

Improve the Supply & Demand Alignment (SAD) with improved Product

Utilization, Leverage Levels (PULL) in market and meet Agile Customer

Experience (ACE) – Qualitative Domain modeling?

Technology Strategy ( IT inclusive and NOT conclusive!) to enable the

consumer meet the product, with Governance and Process Model (GAP).

- Logical Process Modeling?

Operational Strategy for Support, Sustain and Succeed (ICE) with agile

Technology enablement? -Adopt Enterprise Architecture?

Back

End of Part 1 Questions, Discussions email at v.jade@jdruids.com

This has 4 Part Presentation, that will be available on iasa website It’s for Knowledge share purpose only

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