jeff scott - making the leap from business analyst to business architect
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Making The Leap From Business Analyst To Business Architect
Jeff Scott
VP/ Business & Technology Strategy
IIBA / UK Chapter -- June 18, 2012
My Mission: create successful
business architects
Don’t listen to enterprise architects!
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Yogi Berra
“In theory, there is no
difference between theory and
practice. In practice there is.”
Business architects have a wide variety of backgrounds
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5%
12%
26%
27%
27%
39%
42%
60%
Other IT role
Other business role
Project lead or lead developer
Business manager
Information or data architect
Application or solution architect
Enterprise architect
Business analyst
“What prior roles do business architects typically hold in your
organization (immediately before becoming a business architect)?”
(multiple responses accepted)
Source: Forrester Research
Business architecture is an ecosystem with many players
Business Architect [business]
Business
Architect [IT]
EA BPM
Business
Executive
Business Planner
- Strategist
Business
Analyst
Business
Manager
Information
Architect
APM
???
Is business
architecture
a function . .
or a role?
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Business architects architect in the enterprise context
2008 — 15%
2008 — 3%
2008 — 80%
2008 — 39%
2008 — 47%
2008 — 9%
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Source: Forrester Research
Business units are the focus
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What business architects spend
their time on
Who business architects spend their
time with
Source: Forrester Research
35%
34%
13%
19% Internal BU alignment
Problem Solving
Enterprise Strategy
Cross BU integration
0% 5% 10% 15% 20% 25%
External to the company
Business executives
EA team members
IT senior managers
IT professionals
Working alone
Non-executive busienss leaders
Business architecture is about exploration .... not standardization
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Dormant
Mature
Experimentation
New ideas
Contradictions
1987 2005 ?
Innovation
Frustration!
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What is business architecture?
The executive’s view
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The organizational reality — strategy diffusion
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75%
75%
75%
75%
75% 68%
61%
55%
49%
Strategic
effectiveness
coefficient
Executives know they are not getting the expected value from their strategies
• In a 2010 HBR survey of 1000 executives, only 37% say their companies are “very good or excellent” at strategy execution.
• Only 23% blame current economic conditions as a major factor in their lack of execution.
Source: HBR 2010 Strategy Execution Survey
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What does business architecture do?
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• Effective strategy - creates a direct, clear linkage between executive intent
and organizational actions
• Effective investments - provides a structured approach to making
strategic and operational investment decisions
• Effective operations – clarifies the cross-organizational operating model
• Creates new insights and perspectives – encourages new thinking about
how the company creates value
Business architecture attributes:
• Focuses on “what” the business needs to do rather than “how” it
does it.
• Resonates with business thinkers (CxOs), P&L owners,
strategists, product planners, etc.
• Can be directed at a specific context (ecosystem, enterprise, line
of business, business unit)
• Is information rich and data lite
Strategy to execution management THE PROCESS OF BUSINESS ARCHITECTURE
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Becoming a business architect
Thinking shift # 1 GIVE UP YOUR OLD PARADIGMS
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Different
results
Thinking about thinking
Thinking
differently
Acting
differently
Think diffferent
Thinking shift # 2 START WITH WHY
Why
What
How
Adapted from: Start With Why, Simon Sinek
Jeff’s “why”
When we:
think innovatively,
work collaboratively, and
act strategically
we create more value for our
customers, shareholders, and
employees.
http://www.ted.com/talks/simon_sinek_how
_great_leaders_inspire_action.html
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Thinking shift # 3 “SHOULD” SHOULDN’T MATTER
What should be
What is
What can be
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Thinking shift # 3 “SHOULD” SHOULDN’T MATTER
What should
be
What is
What can be
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Thinking shift # 4 OPPORTUNITY FOCUSED - NOT EFFICIENCY FOCUSED
Expense
Revenue
Expense reduction
is good
Revenue growth
is better
Profit = Revenue – Expense
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Thinking shift # 5 SOLVE THE WHOLE PROBLEM
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Context
Situation
Problem
Symptom
Thinking shift # 6 COMPLEX PROBLEMS REQUIRE DIFFERENT APPROACHES
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Context
Root cause
Solution
Problem
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Become more business-savvy THINK LIKE BUSINESS EXECUTIVES
• Improve your business perspective — read!
• Find a business mentor
• Build relationships
• Create a business architecture for your organization
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Thank You
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Jeff Scott
Email: [email protected]
Phone: +1-704-275-1725
LinkedIn: www.linkedin.com/in/logicalleap
www.linkedin.com/company/accelare
Web: www.accelare.com
Twitter: @accelare
Blog: http://jeffscott.accelare.com (The Business Architect)