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How do you guide transformation initiatives?

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Transformation initiatives are complex and challenging endeavors that require a clear vision, a robust strategy, and a collaborative approach. As a business architect, you play a key role in guiding these initiatives and ensuring they align with the business goals and value proposition. In this article, we will explore how you can apply some of the best practices and frameworks of business architecture to help you guide transformation initiatives effectively.

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Nathan van Rooyen

Digital Transformation and IT Executive | Helping from strategy to execution | Creating value with people for people
Karen Collins CBA? BSc

Operations Strategy and Transformation | Experienced Business Architect | Design Consultant
Roberto Seminario Murgia

Management Principal @ Bip UK

1 Define the scope and purpose

The first step in guiding a transformation initiative is to define its scope and purpose. What are the drivers and objectives of the change? What are the current and desired states of the business? What are the gaps and opportunities for improvement? How will you measure the success and impact of the initiative? These questions help you establish the scope and purpose of the transformation and communicate them clearly to the stakeholders.

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Nathan van Rooyen

Digital Transformation and IT Executive | Helping from strategy to execution | Creating value with people for people
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I’d slightly change this to say the first step is to find and be very clear about purpose. In my experience, unless this is clear, there will be misalignment with regards to scope, drivers, objectives and many of the other factors that follow as part of a transformation journey.

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Simon Bestbier

CEO at Realm Digital | Global Technology Leader | Empowering Businesses with End-to-End Consulting and Digital Solutions | Expert in Software Development and Strategic Business Consulting
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In our experience, a useful tool to also get the individual stakeholders to describe their view of what a successful project delivery looks like - what will change, what problems will be solved, what roles will evolve. This approach quickly highlights scope misalignments, unrealistic expectations and stakeholders hopes and fears. Addressing these early helps get the project off to a healthy start and assists with defining the scope.

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Avaneesh Kumar

Solution Architect
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It's the human side you have to handle. Technology, Business, Strategy - these need to be combined - so that the ratio of signal to noise in conversations is favorable. Not a difficult task - ideally one hat-switcher talented person does this, or a team of at most 3. Next, you can either find similar experiments elsewhere, or in the worst case, plan a series of PoCs and / or smaller-steps based plan to make sure plans actually convert to reality. In my experience, the aim of transformation almost always includes automation, and consolidation. Which leads to fears in staff of losing jobs. Which in turn leads to resistance, unwillingness to share knowledge, and so on. Bottom line: Get your people in order before you line up your eggs.

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2 Map the value streams and capabilities

The next step is to map the value streams and capabilities of the business. A value stream is a sequence of activities that deliver value to a customer or stakeholder. A capability is a combination of resources, processes, and skills that enable the business to perform a value stream. By mapping the value streams and capabilities, you can identify how the business creates and delivers value, how it differentiates itself from the competition, and how it supports the strategy and vision.

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3 Assess the maturity and gaps

The third step is to assess the maturity and gaps of the value streams and capabilities. Maturity refers to the level of performance, efficiency, and effectiveness of a value stream or capability. Gaps refer to the discrepancies between the current and desired states of a value stream or capability. By assessing the maturity and gaps, you can prioritize the areas that need improvement, innovation, or transformation, and define the requirements and criteria for achieving them.

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Karen Collins CBA? BSc

Operations Strategy and Transformation | Experienced Business Architect | Design Consultant
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This becomes interesting when a Business Architect works with global companies that have multiple levels of capabilities across the globe. By consistently looking to the future “To Be” state, leverage the gap assessment to group priority initiatives or programs together, reducing time, scope, budget & resources to plug the gaps. This ensures efficiencies, consolidation and a delivery methodology that can be replicated time and time again.

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4 Design the target architecture

The fourth step is to design the target architecture of the business. The target architecture is a blueprint that describes how the business will operate in the future state, how it will realize its vision and strategy, and how it will address the gaps and opportunities identified in the previous steps. The target architecture should include the value streams, capabilities, information, processes, systems, roles, and governance of the business, as well as the principles, standards, and guidelines that govern them.

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5 Plan the roadmap and transition

The fifth step is to plan the roadmap and transition for the transformation initiative. The roadmap is a timeline that outlines the milestones, deliverables, dependencies, and risks of the initiative. The transition is a series of actions and changes that move the business from the current state to the target state. By planning the roadmap and transition, you can define the scope, sequence, and resources of the transformation, as well as the roles and responsibilities of the stakeholders.

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6 Monitor and evaluate the outcomes

The final step is to monitor and evaluate the outcomes of the transformation initiative. This involves tracking and measuring the progress, performance, and impact of the initiative against the predefined goals and metrics. It also involves collecting and analyzing feedback, lessons learned, and best practices from the stakeholders and customers. By monitoring and evaluating the outcomes, you can ensure that the transformation delivers the expected value and benefits, as well as identify areas for further improvement or adaptation.

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Roberto Seminario Murgia

Management Principal @ Bip UK
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Here the beauty of Business Architecture. Business architecture builds the links between the transformation objectives and initiatives through linking objectives to value streams, value streams to capabilities and capabilities to initiatives. Then the outcomes of these initiatives can be evaluated to see whether they are contributing to the delivery of the transformation objectives.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How do you guide transformation initiatives?

1

2

3

4

5

6

7

1 Define the scope and purpose

2 Map the value streams and capabilities

3 Assess the maturity and gaps

4 Design the target architecture

5 Plan the roadmap and transition

6 Monitor and evaluate the outcomes

7 Here’s what else to consider

Business Architecture

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How do you guide transformation initiatives?

1

2

3

4

5

6

7

1 Define the scope and purpose

2 Map the value streams and capabilities

3 Assess the maturity and gaps

4 Design the target architecture

5 Plan the roadmap and transition

6 Monitor and evaluate the outcomes

7 Here’s what else to consider

Business Architecture

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