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Iasa and SAEAF jointly presented on the transformation of enterprise through the effective use of Enterprise Architecture and Strategy.
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Enterprise architecture is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the company's operating model.
“there were no more worlds left to conquer”
SaaS
SLA
ITIL
ESB
SOA
CloudOO
Web 2.0
Enterprise 2.0
Social Networking
Virtualisation
Utility Computing
EA
Green IT
Utility
I’m faced with waves of technology and hype
TOGAF
SAASIAAS
PAASNAASEAAS
I’m responsible but not in control
I feel like a fish out of water
Enterprise
Finance Sales LOB IT
Business Capability
Data Center
Software Architect
SoftwareArchitect
SoftwareArchitect
BusinessArchitects
InformationArchitects
InfrastructureArchitects
EnterpriseArchitects
Business Technology Strategists
we empower other roles
we own technology strategy
we create valueshareholder customer
citizen
strategy [ˈstrætɪdʒɪ] n pl -gies
1. skillful use of a stratagem
2. a plan, method, or series of maneuvers or stratagems for obtaining a specific goal or result
NABC
Strategy Map
Strategy Canvas
Determine Strategy
Style
Bus. Model Canvas
Determine Strategy Style
• How do innovative behaviors in strategically conservative firms differ from those in firms that are less conservative?
• Are the former less innovative than the latter, or do they simply target their innovative activities to different areas of the value chain?
Miles and Snow’s Strategy Typology
ProspectorDefender Analyzer
Reactor
Porter’s Strategy Typology
• Maximize performance by striving to be the low cost producer in an industry
• Maximize performance by differentiating line of products or services from those of other businesses
• Either approach can be accompanied by a focus of organizational efforts on a given segment of the market
Competitive Advantage
Low Cost High Cost
Competitive Scope
Broad
Overall Cost Leadership Differentiation
Narrow Cost Focus Differentiation
Focus
Carlson & Wilmot NABC
• Need
• Approach
• Benefit
• Competitive Alternatives
Osterwalder & Pigneur
Business Model Canvas
• Your business model on 1 page
• Test new business models
Describing your business modelThe business model canvas
OFFER
CHANNELS
RELATIONSHIPS CLIENTS
REVENUE STREAMS COST CENTRES
KEYPARTNER
KEYRESOURCES
KEY
ACTIVITIES
Source: Canvas by businessmodelgeneration.com
Who‘s yourcustomer?
Which customer
segments do you serve?
What‘s your offer?
Which „jobs to be done“
do you satisfy?
What‘s your relationship
to the customer?
What‘s your image?
How do you reach your customers?
How do you make
money?
What is driving cost?
What are your core
activities and processes?You are
your main suppliers, partners
and alliances? What are your
main assets and
competencies?
Norton & KaplanStrategy Map
Employee Learning & Growth PerspectivePerspective
Owner (Financial)
Fan (Customer)
Game (Operations)
Employee Learning &
Growth
Objectives Metrics Initiatives
Train IT Team to
Build/Support
Identify Ticket Website Vendors
Ticket Resale Process
Reduce No-Shows
Increased Fan
Loyalty
Grow Fan Base
Increase Stadium Revenue
Increase Licensing Revenue
What capabilities and tools do our employees need to help them execute our strategy?
Tech Readiness
Infrastructure, Systems Ready
Strategic Awareness
Tech & Tools Training
Regulatory Awareness
Tech Acquisitions
Tickets posted for Resale
Tickets Resold
Ticket Vendor Integrations
Implement Customer Interface/Promotion
Empty Seat Count
# Season Ticket Holders
Fan Site Feedback
VIP for a Day Promotion
Season Ticket Holder Incentives Promotion
Stadium Revenue
Market Value
Mauborgne & KimBlue Ocean
StrategyDo we know how to:
“Create Uncontested Market Space and Make the Competition Irrelevant?”
[yellow tail] Blue Ocean Strategy
Skill Taxonomy
The use, disclosure, reproduction, modification, transfer, or transmittal of this work without the written permission of IASA is strictly prohibited. © IASA 2009
Foundation Body of Knowledge
Software Architecture
InfrastructureArchitecture
BusinessArchitecture
Enterprise Architecture
Business Technology Strategy
IT Environment
Quality Attributes
Human Dynamics
Design
Information Architecture
Value• Estimated/real• Perception• Progress against goal
Skills• Current
staffing levels• Performance
tracking
Coverage• Scope• Context• Situational analysis
Progress• Goals• Gap analysis• Status since
inception
The Principles of Architecture
Artifacts• Documents• Deliverables
Management• Governance• Organization• Reporting
structure• Maturity
model
People• Specialization• Customers• Interaction
Processes• Custom or
Standard• Activities
The Components of Architecture