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The Business Architecture Summit
STANDING UP A BUSINESS CAPABILITY
MANAGEMENT OFFICE:
A REPORT FROM THE FIELDTODD SICARD
BUSINESS CAPABILITY MANAGEMENT DIRECTOR, BLUE CROSS BLUE SHIELD OF MINNESOTA
12/06/2018THE BUSINESS ARCHITECTURE SUMMIT 1
ABSTRACT
Blue Cross Blue Shield of Minnesota has newly created a team of three to perform capability management
functions for the enterprise. Since April 2019, this team has worked to define & introduce themselves, develop
baseline models & practices, and gain traction & deliver value. Through the progress forward, there have been
wins, misses. Using MN's experiences as a touchpoint, this will be an interactive session sharing experiences
and lessons learned.
Laugh, cry, cringe, and cheer - but most of all - learn!
OUR CORPORATE CONTEXT
New concept of a “Stella Health” umbrella with an overarching mission
Fundamental, underlying technology swap & pivot
Company’s been changing operational platforms for the past few years
Accumulating business & technical debt
New leadership
New strategy
OUR SCENARIO
New department / new role / new team / new leaders / new players
All players have both industry and company experience (WHEW!)
Some corporate experience with a capability model, mappings, and roadmaps
…but that’s all entangled with "feelings"
Corporation isn’t yet sure where we fit / how we fit / when we fit / why we fit
…and sometimes we're not that far ahead of them!
THIS. IS. INTERACTIVE.
LET’S PRACTICEINTERACTIVE PRACTICE #1: TELL ME SOMETHING I DON’T KNOW
INTERACTIVE PRACTICE #2: BE PROFOUND IN TEN WORDS OR LESS
INTERACTIVE PRACTICE #3: LET ME FLIP TO THE NEXT SLIDE & MOVE ON
12/06/2018THE BUSINESS ARCHITECTURE SUMMIT 5
OUR OWN DOG FOOD:
People Process Technology InformationKey
Performance Indicators
PEOPLE
Collaboration & boundaries
IDEASGood Better Best
Strategy Office
Business Leaders
Cap Mgmt
SME’s
Finance
Corp Dev
Risk Mgmt
EMPO
IT
HR
Vendor Mgmt
Vendors
People Process Tech Info KPI’s
CAPABILITY PROCESSPeople Process Tech Info KPI’s
Understand direction and
expected outcomes.
Identify the core and
supporting abilities that are
needed.
Find the gaps in each
capability’s current readiness
for the end state.
Evaluate each capability’s
strategic placement, size, and
gaps.
1. Engagement outline
2. Solution model w/
minimum viable product
(as needed)
3. Target capability model
4. Impact to Enterprise
Capability Model
5. Raw assessment scores
6. Raw heat map & gaps
7. Raw assessment notes
8. Capability strategic
alignment
9. Capability weighting
10. Weighted heat map
11. “Key” gaps to MVP & ideal
12. Capability Roadmap
13. Build v. Buy
Recommendation
14. Capability Assessment
Summary
KEY POINT
WORK PRODUCTS
Determine 1) what gaps are to
be filled over time to achieve
interim and end states; 2)
which capabilities should be
internal.
UnderstandModel &
AlignAssess Analyze Roadmap
PROCESS: IDEA TO INITIATIVE
12/06/2018THE BUSINESS ARCHITECTURE SUMMIT 9
Idea
Strategy
Tactics
Clie
nt
& M
arke
tpla
ce
Idea
IdeaIdea
LOB / P&L
LOB / P&L
LOB / P&L
IdeaIdea
Tactics
Idea
Tactics FU
ND
ED
EX
EC
UT
ION
Miracle
People Process Tech Info KPI’s
TECHNOLOGY
Surveys: Teams Forms, Perceptix, Survey Monkey
Visualization: Visio & Access/Excel, Sparx
Metadata: Excel, Word
Model: Access, Sparx
Publishing: PowerPoint
People Process Tech Info KPI’s
INFORMATION
It is Known
Enterprise capability model &
metadata
Strategic goals & alignment
Gaps & marketplace demands
Existing investments
Existing assets: systems, data,
vendors, suppliers, etc.
People Process Tech Info KPI’s
It is Analyzed
Capability strategic alignment
Gap relative impact =f(readiness, relative size, strategic alignment)
Build v. buy
Roadmap: gap to state
It is Discovered
Scope, objectives, success criteria,
solution outline
Current, interim, and final states
Subject area capability models
Capability current state and gaps
Maturity v. Readiness
INFORMATION MODEL
Stella StrategyStella Strategy
Operating ModelsSolution Models
Interim States #2+Interim States #2+
Roadmap
Capability Increments
Capability Increments
Business Goal(s)
End State
Capability Increments
...what s needed when..
People
Process
Technology
Information
KPI s
...what we need to be able to do...
Interim States
Minimum Viable
Weighting & StratificationInter-Dependencies
Weighting & StratificationInter-Dependencies
Build v. Buy
Stella Strategies
Capabilities
Readiness Gaps
Current State
...what s needed for each state...
...the difference between current & future...
Execution
Capability Increments
Capability Increments
Initiatives, Programs, & Projects
People Process Tech Info KPI’s
KPI’S
% Senior leadership socialization, one-on-ones, etc.
# Engagements
$’s of scope within engagements
% Utilization prior to funding request
Demand v. capacity
People Process Tech Info KPI’s
What’s the value of a good decision, well informed?
What’s the value of a bad decision avoided?
NEXT STEPS
Take work where we can, provide actionable value and succeed
Continue to practice, learn, and mature ourselves
Develop our own capability model?
Models
Metadata
Assess
Analyze
APPENDIX
12/06/2018THE BUSINESS ARCHITECTURE SUMMIT 15
People
Skills
Training
Process
Effectiveness
Documentation
Optimization
Technology
Ease of Use
Meets Current & Future Needs
Information
Accessibility
Accuracy
Timeliness
Key Performance
Indicators
Defined
Meets Expectations
ReadinessAssessment
q Fully
q Mostly
q Some
q None
STRATEGIC ALIGNMENT
12/06/2018THE BUSINESS ARCHITECTURE SUMMIT 17
StrategicCapabilities
High value but little direct financial impact
Business NecessityCapabilities
Not seen driving financial performance or value
AdvantageCapabilities
Create differentiating distinctions and financial
performance
EssentialCapabilities
Drive financial performance but not value
Financial ImpactLower Costs / Higher Revenue
Val
ue
Impa
ctIn
tern
al a
nd
/or
Exte
rna
l2.1 This3.1 That
3.2 The Other
1.2 Must1.3 Gotta
1.4 It s the Law
Strategic
Necessity
Advantage
Essential
4.1 Cool4.2 Super Cool4.3 Hyper Cool4.4 Tesla Cool
4.5 SpaceX Cool
1.1 Optimize2.2 Squeeze
2.3 Spend to Save
Financial
Value
ROADMAP RADAR (TOGAF)
12/06/2018THE BUSINESS ARCHITECTURE SUMMIT 18