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Manulife Financial Corporation operates as John Hancock in the United States, and Manulife in other parts of the world.
Business Architecture at
John Hancock
(Practitioner Perspective)
Piyush Bhatnagar Sr. Director, Business Architecture Email: [email protected]
About John Hancock
Business Architecture at JH Background
Success Story
Key Success Factors
Lessons Learned
Agenda
2
Offering a solid foundation for the financial future of our Clients Started in 1862, the name John Hancock, one of our nation's forefathers and the inspiration for our company, has long stood for integrity and commitment Today, a well established financial services leader by operating as the U.S. unit of Manulife Financial, a leading Canadian-based financial services group serving the financial needs of millions of customers in 22 countries and territories worldwide
About John Hancock
3 3
Who we are Our Financial Focus John Hancock's core retail products in the U.S. focus on providing financial solutions at every stage of our clients' lives. We distribute our products primarily through licensed financial advisors, and through John Hancock Financial Network, a national network of independent firms
Focuses on making a difference - in our community, in the lives of our employees, and for the environment - Sponsor of Boston Marathon - Our commitment to the environment: Congress Street headquarters in Boston. Our state of the art building won the American Institute of Architects' Building Award of Excellence, and received the EPA energy star
Our Social Focus
About John Hancock
4 4
Products we offer
• 401(k) Plans A leader in the 401(k) market. John Hancock, we make plans work.
First home. College for children. A comfortable retirement. These are just some of the reasons to invest.
• Mutual Funds
529 Savings plans help individuals and families save for college with the freedom to choose the investment strategy and plan that fits their needs
• College Savings A comprehensive portfolio of innovative insurance products designed to provide you with estate, business and retirement planning solutions
• Life Insurance
Helping to protect your assets, your independence, and your family's well-being
• Long Term Care
Business Architecture at JH - Launch and Mobilize
• JH engaged IBM to create a BCM for one line of business
• JH Life application roadmap initiative introduced IBM BCM
• CTO & JH Annuities created a draft BCM for Annuities operations but it was not vetted with business
• Business Architect roles created within CTO and aligned to:
- Wealth Management - Protection - Enterprise Apps & JHFN
• Business Architects
started getting involved in projects
5
3 4 5 6
Pre Business Architecture BA - Launch and Mobilize BA - Engage and Plan
1 2
BA – Adopt and Expand
1 2 May 2013
• Top down approach, started roadshows with Business Leads
3 June – Aug 2013 4 June 13– May 2014
BA - Research and Define
10 7 8 9 11
What Worked
Got actively engaged across a broad spectrum of efforts as: Subject Matter Expert - Architecture Resource - Relationship Manager between Stakeholders Consultant - Advisor to delivery team - Liaison to Chief Architect and CTO practices
Challenges - Lack of direct Stakeholder engagement - No formally defined partnership with Strategy Owners - Business Architecture role not properly communicated or understood by Stakeholders - New and unfamiliar deliverables and practices of Business Architecture in the Organization
2011-2013
Business Architecture at JH- Research and Define
• Enterprise Business Architecture COE was created
• Goals of COE were:
6
3 4 5 6
Pre Business Architecture BA - Launch and Mobilize BA - Engage and Plan
1 2
BA – Adopt and Expand
5 6 March - April 2014
BA - Research and Define
10 7 8 9 11
• Industry research for following reference frameworks was performed : • IBM, TOGAF, Business Architecture Guild
• Participated in BA Innovation Summit ‘14
Key Takeaways
Should Practice be called Business Architecture ?
What approach should we take, Top down or Bottom up for Business Architecture practice development?
Its ideal to have BA Practice close to Business but it can start anywhere, IS or Business
How long does it take for BA practice to start demonstrating value ?
On average it takes 2-3 years to raise awareness and start demonstrating value
Where should BA Practice Reside ?
It doesn’t matter if it is not called Business Architecture. Few Organizations were using terms like Business Strategy
Business sponsorship at highest possible level works better. Starting in the middle can be followed to demonstrate value and promote BA
1) Establish common and consistent Business Architecture methodology and framework across the corporation to enhance business agility.
2) Establish best practices for leveraging Business Architecture strategy to define execution roadmaps aligned to strategic business outcomes
Jan 2014
Business Architecture at JH - Engage and Plan
• Business Architecture practice was moved under JH IS Shared Services
• There was change
in Business Architecture approach
• Engagement with Stakeholders to demonstrate value became main focus
7
3 4 5 6
Pre Business Architecture BA - Launch and Mobilize BA - Engage and Plan
1 2
BA – Adopt and Expand
7
BA - Research and Define
7 8 9 10 11
• BA rollout plan was developed
• BA services were identified and interaction model was developed
• Approach for BA
Knowledgebase development was finalized
8
BA Vision, Mission and Objectives
Develop Business Blueprints
BA Practice Development Plan
Stakeholder Analysis
BA Tools and Technology
Governance Model
BA Processes
Opportunities Assessment
Interaction Model
BA Practice
Knowledge Base
Best Practice
Business Strategies &
Goals
Industry Trends
BA - Roles and Responsibilities
Continuous engagement
with stakeholders
Communication
Business Architecture
Services
May 2014 2014
Business Architecture at JH – Adopt and Expand
• Started Communication and Roadshows to raise awareness:
• What Business Architecture is
• Services offered by BA Practice
8
3 4 5 6
Pre Business Architecture BA - Launch and Mobilize BA - Engage and Plan
1 2
BA – Adopt and Expand
9
BA - Research and Define
7 8 9 10 11
10 11
• Plans to demonstrate value provided by BA as per Stakeholder needs, so that BA adoption becomes easy
• Plans to make Business Architecture a part of SDLC
• Plans to expand Business Architecture practice by adding more resources at various levels
• Plans to share JH BA Practice model with enterprise and continue expansion in other areas
2014 -2015 Beyond 2015 Beyond 2015
Utilized Strategy Mapping Frameworks
Business Architecture at JH - Success Story
9
• Launched short term
Initiatives aligned with stated strategy
• BA provided templates for Scope, Objectives, Key Success Factors
• Separate track started to define Business Model including Vision, Mission and Services
Distribution BU - Business Architecture Role transformation
BA focused on key business initiatives starting at IS
BA had limited exposure to Business Stakeholder
BA got involved in order to review financial plan
Served as consultant for Business strategy creation approach
Utilized technology for team collaboration
(1) BA as Relationship
Manager
(2) BA as Business
Consultant
(3) Business Architect as
Facilitator for Strategy Creation
Plans to utilize other BIZBOK provided BA Artifacts like Scenario Analysis, Building
Business Blueprints
(4) Business Architect as
Key Point Person
BA started facilitating strategy sessions
Created field communication deck based on strategic discussions
Attended offsite field communication meeting and got first hand exposure and feedback
(5) Business Architecture
Introduced
• Proposed plan to
establish Strategic Management as Capability
• Introduced concepts of Business Architecture and how blueprints can be useful
• Started developing Capability Maps and Value Streams
Business Architecture at JH – Other Initiatives
10
Initiative Outcome
Capability Assessment Currently working with BU to assess particular capability
• Perform Gap Analysis • Assess People, Process and Technology • Produce future state, roadmap and implementation plan
Business Research Researched Industry trends for stated Business Objective
• Research specific vendors and their offerings • Research Industry Trends
Business Initiative Assessment Provided consulting on Major Business Initiative as a SME
• Provide input to project management • Support Solution Architect and Technical Lead • Provide technical guidance
Application Portfolio Rationalization Developed criteria to assess technical health, business value, and business capability for application rationalization planning
• Produce capability based plan for application rationalization
PMO Projects Portfolio Analysis Assessed projects by business capabilities
• Produced Project portfolio to capability mapping • Produced Strategy to capability mapping
Business Architecture at JH – Key Success Factors
11
Business Architecture Competency Facilitation, Communication, Relationship Building skills
Stakeholder Assessment and Engagement
Communication What Business Architecture is and what it isn’t Value Proposition Services Offered Success Stories
Flexibility Practice should be flexible
How it engages the business Tools and approaches used
Not necessarily always leading with capability mapping To adapt to changing business needs and not sticking to just BA point of view
Different Needs and Pain Points Analysis and Value Prop specific to Stakeholder Continuous Engagement
12
Business Blueprints - Value to Business: Use capability maps and value streams as Business Architect’s Assets Develop BCM at BU level and then try to consolidate at enterprise level, instead of
starting top down Vet or develop capability maps as a part of business initiatives engagement i.e. a
few capabilities at a time
Capability Based Planning: Build BCM and value streams for smaller BU and demonstrate value provided by
capability based planning
Business Ownership and Involvement: Business Architecture can’t happen in silo Need to see as a team effort, Business People involved
Business Architecture at JH – Lessons Learned
13
Thanks!!
