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Leveraging Business Architecture
for Business TransformationBusiness Architecture Innovation Summit
3-26-2014
Tim Hurley
Director, Business Architecture, Planning, Solution Design, and Analysis
Agenda
+ Historical Context: Business Architecture 2009
+ Recent Progress: Business Architecture 2010 – 2013
� Initial Business Transformation Planning Sprints
+ Current Business Architecture Focus Areas 2014
� Business Solution Design
2
� Business Solution Design
� Portfolio Business Impact and Analysis
� Project Business Analysis and Requirements
Management
+ Future Business Architecture Opportunities
In 2009, the Business Architecture practice did not exist,
but we had a mature IT oriented Enterprise Architecture
practice
+ Robust set of technology architectures, patterns,
solutions and standards
+ Technology-centric planning service
+ Extensive IS engagement but minimal business
3
+ Extensive IS engagement but minimal business
engagement
� Projects funded and launched before Enterprise
Architecture (EA) engagement
� EA had a road-blocker reputation in the business
community
In 2010, my company needed to accelerate change to
successfully compete in a fluid and fast-changing
environment
+ Unprecedented amount of disruption in the health
care industry
▪ Patient Protection and Affordable Care Act ▪ Health Care and Education Reconciliation Act of 2010
4
▪ Health Care and Education Reconciliation Act of 2010
+ Significant corporate changes
▪ New CIO and CEO▪ New business strategies
I will use this enterprise planning cycle to describe how our
Business Architecture Practice evolved over the past several
years
Strategy
Management
Business
Planning
Change
Delivery
Business
Operations
External
Assessment
Strategy
Creation
Business
Planning
Portfolio
Management
Project
Execution
Value
Realization
Business
Modeling
Performance
Management
Business
Roadmapping
Business
Modeling
Enterprise Business Planning Cycle
5
Division
Enterprise
Program\Project
2010-20132014+ Refreshes
2014 Future
Legend
The EA Team responded to this urgent need for change by
developing a capability-based business transformation planning
serviceStrategy
Management
Business
Planning
Change
Delivery
Business
Operations
External
Assessment
Strategy
Creation
Business
Planning
Portfolio
Management
Project
Execution
Value
Realization
Business
Modeling
Performance
Management
Business
Roadmapping
Business
Modeling
Division
Enterprise
The initial sprint focused on IT, and the methodology was adopted by the Divisions
across the company from 2010 through 2013 6
Current
State
Long Term
Roadmap
Near Term
Portfolio
Future
State
Project
Summaries
Capability-Based, Divisional
Strategy to Execution Planning
The business transformation methodology was implemented in a
series of workshops that created specific planning deliverables
Phase Deliverables Example
Fu
ture
Sta
te D
efi
nit
ion
Customer
Focused
Strategy Map
Mission, Vision,
Goals, and
Objectives
Phase Deliverables Example
Cu
rre
nt
Sta
te
De
fin
itio
n
Capability
Performance
and Root Cause
Financial
Baseline
Analysis
Trusted
Business
Partner
Time to
Value
Enterprise IT Divisional IT IT Builder IT Broker Effective and
Predictable
Costs
Easy to Work
With
Information
Mgt and
Analytics
IT C
usto
mer
Em
phasis
BCBSNC IT Value Map
IT Focus
ShiftIT Delivery
Approach
Shift
Past
FutureHigh
Low
Attributes
Capability Name
Effe
ctive
ne
ss
Efficie
ncy
Capability Value Index Heat
Care Management Market Offer
Development2.0 2.0 Strategic Support 5
Medical Guidelines Management 3.5 3.0 Essential 2
Payment Guidelines Management 2.5 2.0 Essential 3
Evidence Based Guidelines
Management3.5 3.0 Business Necessity 4
Pharmacy Plan Design 4.0 3.0 Essential 2
Formulary Management 3.5 3.0 Essential 2
Pharmacy Policy Management 4.0 2.0 Essential 3
Pharmacy Reimbursement
Management
3.5 3.0 Strategic Support 1
Pharmacy Claims Configuration 3.0 2.5 Business Necessity 4
7
We adapted an Accelare Consulting
methodology
Fu
ture
Sta
te D
efi
nit
ion
Future State
Declarations
Fu
ture
Sta
te
Ca
pa
bil
ity
Va
lue Capability
Model
Capability Value
Classifications
Str
ate
gic
an
d T
acti
cal
Pla
ns
Strategic
Roadmap
Tactical Project
Portfolio
1.2 New Market Offer Development6.1 Provider Relationship Management
6.2 Network Strategy Management
6.3 Contracting and Reimbursement
7.6 Stakeholder Service
6.4 Pricing Configuration and Maintenance
6.5 Network Operations and Support
6.5.1 Provider Onboarding
6.5.2 Claims-System Provider Data Maintenance
6.6 Provider Based Analysis
6.1.1 Provider Outreach
6.1.2 Provider Interaction Management
6.1.3 Provider-Related Intelligence/ Comm unication Gathering
6.1.4 Provider Relationship Analysis
6.2.1 Market Research and Intelligence Gathering
6.2.2 Network Strategy Definition
and Refinem ent
6.2.3 Network Strategy Development
6.2.4 Network Strategy Implementation
1.2.2 New Market Network Planning
7.6.2 Provider Service
6.6.2 Provider , Network and MEDEX
Per formance Analysis
6.6.1 Provider , Network and MEDEX
Information Management
6.3.1 Contract Management
6.3.3 Contract Negotiation
6.3.4 Provider Contract Compliance
6.3.2 Contract Development
6.4.1 Pr icing and Reimbursement Configuration
(Claims-based)
6.4.3 Pr icing and Reimbursement Maintenance
(Claims-based)
6.4.2 Pr icing and Reimbursement Configuration (non Claims-based)
6.4.4 Pr icing and Reimbursement Maintenance (non Claims-based)
Readiness
Objectives
Focus
Areas
Objectives Objectives
EvolutionEfficiency &
Optimization
Sourcing
Other
Organization
Staff
Development
Governance
Transition State
Objective
Transition State
Objective
Transition State
Objective
Transition State
Objective
Transition State
Objective
Transition State
Objective
Transition State
Objective
Transition State
Objective
Transition State
Objective
Transition State
Objective
Readiness Phase
Objectives
Focus
Areas
Readiness - Projects
Sourcing
Other
Organization
Staff
Development
Governance
ProjectTransition State
Objective
Transition State
Objective
Transition State
Objective
Project
Project
Project Project Project
Strategic
Support
Business
Necessity
Advantage
Essential
Financial Impact
Strategic and Value Prop.
People Process Architecture
Cu
rre
nt
Sta
te
Fu
ture
Sta
te
1.Roles
2.Skills
3. Internal Staff
Demand
4.Sourcing
Adoption
5.Organization
1.Process Quantity
2.Manual
Interventions
3.Complexity
4.Governance
1.Application
Quantity
2.Customized
Percentage
3.Complexity
4.Control
1.Roles
2.Skills
3. Internal Staff
Demand
4.Sourcing
Adoption
5.Organization
1.Process Quantity
2.Manual
Interventions
3.Complexity
4.Governance
1.Application
Quantity
2.Customized
Percentage
3.Complexity
4.Control
Customer
1.Market
2.Customer
3.Product
4.Channels
5.Service
Delivery
1.Market
2.Customer
3.Product
4.Channels
5.Service
Delivery
Our transformation approach was extremely successful
and was implemented in divisions across the company
+ Accelerated strategic realization: Topaz, FAI and NTT
Partnerships, Care Management at the Point of Delivery
PoC, etc…
+ Improved strategic comprehension across the leadership
team and down to the individual contributor
+ Drove business-stakeholder ownership, clarity, focus,
8
+
priorities, and plans
+ Enabled cross-division, enterprise-level perspectives and
collaboration
+ Improved the planning competency across the leadership
community
+ Led to the creation of a new internal team: Business
Architecture, Planning, Design and Analysis
* Featured in the Corporate Executive Board 2013 EA leadership development curriculum
+ Historical Context: Business Architecture 2009
+ Recent Progress: Business Architecture 2010 – 2013
� Initial Business Transformation Planning Sprint
+ Current Business Architecture Focus Areas 2014
� Business Solution Design
Agenda
� Business Solution Design
� Portfolio Business Impact and Analysis
� Project Business Analysis and Requirements
Management
+ Future Business Architecture Opportunities
9
Strategy
Management
Business
Planning
Change
Delivery
Business
Operations
External
Assessment
Strategy
Creation
Business
Planning
Portfolio
Management
Project
Execution
Value
Realization
Business
Modeling
Performance
Management
Business
Roadmapping
Business
Modeling
We are currently expanding on our initial success by improving the
enterprise portfolio management and investment planning processes
Division
Enterprise
Business Scope and
Outcomes
Solution Options,
Estimates, Risks,
Recommendation
Solution Design
Traceability:
Verify & Validate
Business Strategy
Alignment
Investment Decision
Support
Business Models and
Visualizations
Portfolio/Program/Project
Business Solution Design and Analysis
10
Strategy
Management
Business
Planning
Change
Delivery
Business
Operations
External
Assessment
Strategy
Creation
Business
Planning
Portfolio
Management
Project
Execution
Value
Realization
Business
Modeling
Performance
Management
Business
Roadmapping
Business
Modeling
We are also leveraging our extensive set of models and planning
materials to accelerate project execution and outcome realization
Program\Project
Project Scope
and Objective
Refinement
Project
Requirement
Management
Plan
Domain Solution
Design Support
Business
Traceability:
Verify & Validate
Business
Requirements
Definition
Functional
Specification
Definition
Acceptance
Testing
Business Analysis and Requirements Management
11
Agenda
+ Historical Context: Business Architecture 2009
+ Recent Progress: Business Architecture 2010 – 2013
� Initial Business Transformation Planning Sprints
+ Current Business Architecture Focus Areas 2014
� Business Solution Design
12
� Business Solution Design
� Portfolio Business Impact and Analysis
� Project Business Analysis and Requirements
Management
+ Future Business Architecture Opportunities
Strategy
Management
Business
Planning
Change
Delivery
Business
Operations
External
Assessment
Strategy
Creation
Business
Planning
Portfolio
Management
Project
Execution
Value
Realization
Business
Modeling
Performance
Management
Business
Roadmapping
Business
Modeling
Division
Enterprise
Our future focus includes the integration or creation of external
models and enriching the existing business models
• Develop Value Network and Value
Stream Model
• Integrate the Market Offer Model
• Integrate the LOB Model
• Support Diversification Efforts
13
• Corporate Planner’s Calendar
• Enterprise Business Model
• Deepen Domain Capability
Modeling
• Create a Training Program
Strategy
Management
Business
Planning
Change
Delivery
Business
Operations
External
Assessment
Strategy
Creation
Business
Planning
Portfolio
Management
Project
Execution
Value
Realization
Business
Modeling
Performance
Management
Business
Roadmapping
Business
Modeling
Enterprise
To summarize, we initially focused on divisional transformation
to meet urgent business demand and we are building on the
initial success to improve adjacent enterprise planning
processes
Division
Enterprise
Program/Project
142010-20132014+ Refreshes
2014 Future
Legend
Recommended Resources
+ Corporate Executive Board customers can download
the BCBSNC business planning case study at:
https://www.eaec.executiveboard.com/Members/Rese
archAndTools/Abstract.aspx?cid=101221332&fs=1&q
=bcbsnc&program=&ds=1
+ Accelare Consulting: www.accelare.com
15
+ Accelare Consulting: www.accelare.com
+ Business Architecture Guild:
www.businessarchitectureguild.org
+ Lynch, Diezemann, Dowling (2003). The Capable
Company
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