Aligning design with Business Architecture, enabling the creation of a 360 model of the business. The core focus of any business should be customers, and outcomes. These are key components of any business model. This presentation demonstrates how this is possible by combining design and business architecture. These combination of disciplines helps to create the elusive 360 model, and almost leads to a co-evolution of the customer, and the business.

1. Aligning Design with Business Architecture
Creating the elusive 360 model of the business
Mike Clark, Business Designer

2. Traditional decision making environment

3. Traditional Business Focus Areas

4. A focus on long term planning
Traditional Business Focus Areas

5. Traditional Business Focus Areas
A need to understand the inner workings of the organisation
A focus on long term planning

6. Traditional Business Focus Areas
Greater focus on business operations vs. customers
A need to understand the inner workings of the organisation
A focus on long term planning

7. Traditional Business Focus Areas
Focused on delivering requirements vs. outcomes
Greater focus on business operations vs. customers
A need to understand the inner workings of the organisation
A focus on long term planning

8. Traditional Business Focus Areas
Return on investment is tied to the longer term plan
Focused on delivering requirements vs. outcomes
Greater focus on business operations vs. customers
A need to understand the inner workings of the organisation
A focus on long term planning

9. Traditional Business Focus Areas
Understand the key products of the organisation, and maximise profit
Return on investment is tied to the longer term plan
Focused on delivering requirements vs. outcomes
Greater focus on business operations vs. customers
A need to understand the inner workings of the organisation
A focus on long term planning

10. Traditional Business Focus Areas
Focused on driving shareholder value, with limited complexity
Understand the key products of the organisation, and maximise profit
Return on investment is tied to the longer term plan
Focused on delivering requirements vs. outcomes
Greater focus on business operations vs. customers
A need to understand the inner workings of the organisation
A focus on long term planning

11. How has Architecture responded?

12. Build a bridge between all business areas

13. Adopted a variety of frameworks

14. Developed a toolbox of standards, methods and competencies

15. customer
capabilities
offerings locations
process people
Built out the stock room of the business, which
enables reuse, traceability and common language

16. Used the stock room to create integrated viewpoints
customer
people
process
offerings
capabilities
locations
Business Model
Viewpoint
Business Architecture
Viewpoint

17. Enabled the organisation to build holistic views
clear view of
horizontal business
impacts
prioritise business
and IT transformation
programmes
common language
across the wider
organisation
rapid impact analysis,
providing transparency
into complex business
challenges

18. Seems sensible, but then things changed...

19. Customer
Facebook
YouTube Innovation
Twitter
MediaDesign
Services
QualityExpectations
social network

20. The customer is now almost part of the organisation,
they have the power to make or break an organisation

21. Unpredictable economy and regulatory constraints are
forcing organisations to change on a daily basis, whilst still trying
to respond to customer needs

22. New Business Focus Areas

23. New Business Focus Areas
A focus on short term adaptable planning, but still keeping a longer term view

24. New Business Focus Areas
A focus on short term adaptable planning, but still keeping a longer term view
A need to understand the customers and their needs

25. New Business Focus Areas
Greater focus on how the business is aligned to the customer needs
A focus on short term adaptable planning, but still keeping a longer term view
A need to understand the customers and their needs

26. New Business Focus Areas
Greater focus on how the business is aligned to the customer needs
Focused on delivering outcomes with a clear value
A focus on short term adaptable planning, but still keeping a longer term view
A need to understand the customers and their needs

27. New Business Focus Areas
Greater focus on how the business is aligned to the customer needs
Focused on delivering outcomes with a clear value
Return on investment is aligned to every activity and is realised almost daily
A focus on short term adaptable planning, but still keeping a longer term view
A need to understand the customers and their needs

28. New Business Focus Areas
Understand the key services and maximise the customer experience
Greater focus on how the business is aligned to the customer needs
Focused on delivering outcomes with a clear value
Return on investment is aligned to every activity and is realised almost daily
A focus on short term adaptable planning, but still keeping a longer term view
A need to understand the customers and their needs

29. Understand the key services and maximise the customer experience
Greater focus on how the business is aligned to the customer needs
Focused on delivering outcomes with a clear value
Return on investment is aligned to every activity and is realised almost daily
Focused on driving many aspects of value i.e. customer, business, shareholder
New Business Focus Areas
A focus on short term adaptable planning, but still keeping a longer term view
A need to understand the customers and their needs

30. Customer and their needs?

31. The reason customers use our offerings, is to achieve needs in their lives
Without these needs, we would have no customers

32. Customer as a person

33. Customer and their metrics
Customers use a set of metrics (performance measure) to judge
how well a need is being fulfilled and how an offering performs

34. Customer interactions
Customers are able to interact with the organisation through a variety of channels
In some cases the customer feels part of the organisation due
to the vast amount of information now available

35. Customer and their Brand Perceptions
Customers now have so much choice, the brand message and
customers perception of the organisation become more crucial

36. Organisation and the customer aligned?

37. Have we solved the customer challenge?
Through all the efforts of architecture and standardisation,
why do customers still feel frustrated?

38. The Gap
GAP
GAP
Customer
Outside in Inside Out
Organisation
Technology
Capability
Resources
Process
Offerings
Expectations
Motivations
Needs
Experience
Desired outcomes
Service quality

39. Thinking differently

40. Bringing Design into Architecture

41. Incorporating Design with architecture enables us to focus on the
experience of the customer with an alignment to business delivery

42. Incorporating Design with architecture enables us to focus on the
experience of the customer with an alignment to business delivery
By designing the business around the experience (instead
of the experience around the business) you create a more
customer focused organisation

43. The customer is brought into architecture
Customer
Outside in Inside Out
Offerings
Capabilities
Channels
Processes
Brand Promise
Needs
Brand Experience
Experiences
Motivations
Constraints
Organisation
Full Alignment

44. Needs
Delivery/Manage
Common information
Alignment
Full
Common information
Full outside in and inside out alignment
The customer is brought into architecture

45. Achieve Full Impact Analysis
Incorporating Design with architecture enables us to focus on the
experience of the customer with an alignment to business delivery

46. Creation of a new approach

48. We create a standard view of customer

49. The New Model
Mike Clark & Nick Malik 2013

50. New Viewpoints
Mike Clark & Milan Guenther 2013

51. We start to focus on outcomes

52. Customer desired outcomes

53. Business implementation of outcomes

54. Benefits realisation

55. We adopt a new approach to change

56. We start to focus on the needs the business serves,
and how they serve them

57. We can then think about the ends and means
(products, pricing and channels)
and how they effect the offerings

58. Then consider how the business builds its offerings
(capabilities product bundling and including regulatory aspects)

59. Finally consider how the business will grow
(focus on the end in mind)

60. The benefits

61. Customer needs consistently aligned to the delivery
By understanding the tasks our customer performs we are able to
align these to the various offerings and capabilities the business
requires to put in place to enable the customer needs

62. The business is designed around the experience
Being able to align the customer needs with the business delivery
ensures that customers get what they want

63. What else is in it for you?
Full “Outside in” and “Inside out” alignment

64. What else is in it for you?
Full “Outside in” and “Inside out” alignment
Architecture rigor to customer design

65. What else is in it for you?
Focused marketing, targeting the right customers, through the right channels
Full “Outside in” and “Inside out” alignment
Architecture rigor to customer design

66. What else is in it for you?
Architecture aligned to the experience ensures
the business model is designed around the customer
Focused marketing, targeting the right customers, through the right channels
Full “Outside in” and “Inside out” alignment
Architecture rigor to customer design

67. What else is in it for you?
Business change focused on the customer experience and service delivery
Architecture aligned to the experience ensures
the business model is designed around the customer
Focused marketing, targeting the right customers, through the right channels
Full “Outside in” and “Inside out” alignment
Architecture rigor to customer design

68. What else is in it for you?
Creates a solid brand message,
enhancing the sale of existing, and new offerings
Business change focused on the customer experience and service delivery
Architecture aligned to the experience ensures
the business model is designed around the customer
Focused marketing, targeting the right customers, through the right channels
Full “Outside in” and “Inside out” alignment
Architecture rigor to customer design

69. What else is in it for you?
Creates a fully adaptable 360 integrated model of the business,
which enables impact assessments
Creates a solid brand message,
enhancing the sale of existing, and new offerings
Business change focused on the customer experience and service delivery
Architecture aligned to the experience ensures
the business model is designed around the customer
Focused marketing, targeting the right customers, through the right channels
Full “Outside in” and “Inside out” alignment
Architecture rigor to customer design

70. What else is in it for you?
Drive offering driven strategies,
which are centered around the needs of people
Creates a fully adaptable 360 integrated model of the business,
which enables impact assessments
Creates a solid brand message,
enhancing the sale of existing, and new offerings
Business change focused on the customer experience and service delivery
Architecture aligned to the experience ensures
the business model is designed around the customer
Focused marketing, targeting the right customers, through the right channels
Full “Outside in” and “Inside out” alignment
Architecture rigor to customer design

71. Ready to take the first step?

72. Thank You

73. Mike Clark, Business Designer
Independent Consultant
@mclark497
uk.linkedin.com/in/michaelclark01
http://bridging-the-gap.me
360
cohesion