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NEXT-GENERATION
BUSINESS PROCESS MANAGEMENT
HOW ARIS SUPPORTS DIGITAL
TRANSFORMATION
Ricardo Passchier
Software AG Benelux
8th March 2017
© 2017 Software AG. All rights reserved. For internal use only
3 |
COO AND CIO JOINING FORCES
© 2017 Software AG. All rights reserved. For internal use only
INCREASINGLY SHARED KPIS
TIME TO MARKET TIME TO DELIVERY
IT COST OPERATIONAL COST
PROCESS AUTOMATION PROCESS OPTIMIZATION
IT TRANSFORMATION BUSINESS TRANSFORMATION
Digitalization trend
4 |
ENTER THE TRANSFORMATION FUNCTION
© 2017 Software AG. All rights reserved. For internal use only
STRATEGY
MANAGEMENT
BUSINESS AND
ENTERPRISE
ARCHITECTURE
PORTFOLIO
PLANNING
CHANGE
MANAGEMENT
BUSINESS AND IT TRANSFORMATION (BITT) AS A PROCESS
BUSINESS IT
5 |
BUSINESS AND IT TRANSFORMATION PLATFORM
BUSINESS AND IT TRANSFORMATION PLATFORM
© 2017 Software AG. All rights reserved. For internal use only
DESIGN AND PLAN ACROSS BUSINESS AND IT
DESIGN your business operations
and enterprise architecture
PLAN your transformation portfolio
and business demand
Business architecture
Target operating model
Process design
Portfolio management
Planning and analysis
Architecture management
System design Monitoring and governance
6 | © 2017 Software AG. All rights reserved. For internal use only
COLLABORATION AROUND TRANSFORMATION DESIGN YOUR DIGITAL FUTURE
Change agents
(analysts, architects) Design
Model
Document
Maintain
Subject matter experts Collaborate
Contribute
Provide feedback
Issue change requests
Staff View role-based info
Propose improvements
Engage
Business owners Evaluate
Sign-off
Initiate change
Analyze
Discuss Monitor
Consume Capture Governance
7 |
PLANNING & PORTFOLIO MANAGEMENT
© 2017 Software AG. All rights reserved. For internal use only
PLAN YOUR DIGITAL FUTURE
Demands Capabilities
Applications
Technologies
Devices
Business
Strategy
Architecture
Management
Project Portfolio
Management
Strategies
Budgets
Regulations
Risks
Finance, Controlling
& Risk
8 |
BUSINESS AND IT TRANSFORMATION APPROACH
© 2015 Software AG. All rights reserved. For internal use only
MARKETS
STRATEGY
CUSTOMERS
BUSINESS
MODELS
SOLUTIONS OPERATING
MODEL
PORTFOLIOS
TRANSITIONS
PROCESSES &
ORGANIZATION
SYSTEMS &
INTEGRATION
DISCOVER DESIGN & PLAN CHANGE
DEPLOYMENTS
IMPACTS
MASTERPLAN
RESULTS
9 |
SOLUTIONS OPERATING
MODEL
PORTFOLIOS
TRANSITIONS
PROCESSES &
ORGANIZATION
SYSTEMS &
INTEGRATION
DESIGN & PLAN CHANGE
DEPLOYMENTS
IMPACTS
MASTERPLAN
RESULTS
TRANSFORMATION DESIGN & PLANNING APPROACH
© 2015 Software AG. All rights reserved. For internal use only
UNDERSTANDING YOUR CUSTOMERS
MARKETS
STRATEGY
CUSTOMERS
BUSINESS
MODELS
DISCOVER
10 |
TRANSFORMATION DESIGN & PLANNING APPROACH
© 2015 Software AG. All rights reserved. For internal use only
FOCUSING ON DIFFERENTIATION AND OPTIMIZATION
SOLUTIONS OPERATING
MODEL
PORTFOLIOS PROCESSES
& ORGANIZATION
SYSTEMS
& INTEGRATION
DESIGN & PLAN
MASTERPLAN
MARKETS
STRATEGY
CUSTOMERS
BUSINESS
MODELS
DISCOVER
11 |
TRANSFORMATION DESIGN & PLANNING APPROACH
© 2015 Software AG. All rights reserved. For internal use only
DESIGNING OPTIMISED PROCESSES AND SYSTEMS
SOLUTIONS OPERATING
MODEL
PORTFOLIOS
TRANSITIONS
PROCESSES &
ORGANIZATION
SYSTEMS &
INTEGRATION
DESIGN & PLAN CHANGE
DEPLOYMENTS
IMPACTS
MASTERPLAN
RESULTS
12 |
TRANSFORMATION DESIGN & PLANNING APPROACH
© 2015 Software AG. All rights reserved. For internal use only
MONITORING CHANGE
SOLUTIONS OPERATING
MODEL
PORTFOLIOS
TRANSITIONS
PROCESSES &
ORGANIZATION
SYSTEMS &
INTEGRATION
DESIGN & PLAN CHANGE
DEPLOYMENTS
IMPACTS
MASTERPLAN
RESULTS
13 |
TRANSFORMATION INTEGRAL PART OF SOFTWARE AG‘S DIGITAL BUSINESS PLATFORM
IMPLEMENT Differentiating Outcomes & Experiences
TRANSFORM Business Design
+ HYBRID
CLOUD
ON PREMISES
“Design and Plan
Your Digital Future”
“Build and Run
Your Digital Future”
© 2017 Software AG. All rights reserved. For internal use only
15 |
DRIVING BUSINESS AND IT TRANSFORMATION CUSTOMER STORY
• TIME TO MARKET
• IT COST
• CUSTOMER SATISFACTION
© 2016 Software AG. All rights reserved. For internal use only
16 |
DRIVING FORCES
17 |
In 2011, …
• 10 years of price
stagnation and low
comparable growth
• New agile competitors
winning customers
• Innovations delivered
late or of less relevance
in markets
Symptoms
2017 Targets
Treatment: Accelerate!
18 |
TRANSFORMATION DRIVEN STRONGLY FROM BUSINESS ARCHITECTURE
Business Models
– Business Units aligned to 4 simplified Business Models
Philips Excellence Process Framework
– One process framework developed to provide a
single common language
Business Capability Maps
– Clear view on common and differentiating capabilities
Architecture
– Simplified IT landscape and lowered operational cost
19 |
WHAT ARE THE INGREDIENTS OF PHILIPS’ TRANSFORMATION? HOW PHILIPS IS USING THE BUSINESS & IT TRANSFORMATION PLATFORM
Business Transformation
Strategy
Capabilities Maturity level (As Is > To Be)
Processes IT Architecture
Program and Portfolio
Strategic
Requirements
Philips Strategy
© 2016 Software AG. All rights reserved. For internal use only
20 |
PEARL: Philips Enterprise
Architecture Reference Library
sits at the heart of the
transformation
21 |
PEARL (ARIS + ALFABET) PROVIDES THE ‘HUB’ OF ALL PHILIPS’ TRANSFORMATION ASSETS
• Home of Philips Excellence Process Framework
• Business Capability Maps
• Compliance and Job Catalog
• BT / IT Program and Project Portfolio
• IT Architecture
• Roadmapping
• Application inventory
© 2016 Software AG. All rights reserved. For internal use only
22 |
WHAT’S THE RELATIONSHIP?
• Home of Philips Excellence Process Framework
• Business Capability Maps
• Compliance and Job Catalog
• BT / IT Program and Project Portfolio
• IT Architecture
• Roadmapping
• Application inventory
Describes the Philips business models and
operating model
Shows how Philips business model will be deployed
Processes
Capabilities
Applications
© 2016 Software AG. All rights reserved. For internal use only
23 |
PEARL PROVIDES THE COMPREHENSIVE GUIDANCE NECESSARY TO SYSTEMATICALLY PERFORM THE TRANSFORMATION
IT
Architecture
Business Capability
Maps
Application
Lifecycle Roadmaps
Project & Program
Portfolio
Philips Excellence
Process Framework
Where do we focus? What processes are in
scope?
What are the
dependencies?
What’s the bottom line
impact?
What’s are the systems,
interfaces impacted?
What can we simplify?
24 |
Customer story
DRIVING CUSTOMER EXPERIENCE
25 |
TRADITIONALLY, THE RABOBANK CAN BE FOUND AT EVERY STREET CORNER (CLOSE BY)
25
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HOWEVER, CUSTOMERS ARE INCREASINGLY GOING ONLINE
1980 1985 1990 1995 2000 2010 2015
Total number of contacts
Virtual contacts
Branch visits
27 |
Voorbeeld lay-out Titel met grote Grafiek
Bewerken van Grafiek
1) Klik op de grafiek.
2) Ga via rechtermuisknop, naar
‘Gegevens bewerken…’
3) Bewerk de gegevens in Excel.
4) Sluit Excel.
5) Resultaat is te zien in de Grafiek.
0
500000
1000000
1500000
2000000
2500000
3000000
3500000
4000000
4500000
5000000
dec-08 dec-09 dec-10 dec-11 dec-12 dec-13 jun-14
Nu
mb
er
of
Us
ers
Mobile Banking
Internet Banking
MOBILE IS THE UP-AND-COMING CHANNEL
27
28 |
CUSTOMERS PREFER DIGITAL SELF-SERVICE, BUT STILL WANT TO INTERACT
Want to manage bank affairs themselves,
with support of bank staff when needed
Want to manage bank affairs themselves,
without any support of bank staff
Want to manage bank affairs with support
of bank staff all the time
29 |
NEW ONLINE, DIGITAL PLATFORM
• Strong on
personalization
• Customer-centric
• Supporting self-service
• Bank employee is one-
touch away
Direct and seamless
contact with real bank
staff at your own local
Rabobank.
32 |
DIGITALIZATION REQUIRES A DIFFERENT TYPE OF BPM
32
Business Impact
– Customer experience is key Customer journeys
– End-to-end process governance Cross-departmental ownership
– Continuous monitoring; instant action Data-driven process management
– Processes to the people Decentral process management
IT Impact
– Fast and lean; touchless orders Straight Through Processing
– First Time Right (customer is watching) Flawless analysis & development
– Rapid adoption of customer needs Agile; DevOps
33 | © 2017 Software AG. All rights reserved. For internal use only
