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INFORMATION TECHNOLOGY PRACTICEENTERPRISE ARCHITECTURE EXECUTIVE COUNCIL
Health Care Service CorporationTailored Stakeholder Communication
July 2009
Case Study
Company Snapshot
Health Care Service Corporation, a Mutual Legal Reserve Company (HCSC)
Industry: Health Care
2008 Revenue: $14.3 Billion
Employees: 16,500
Health Care Service Corporation, a Mutual Legal Reserve Company (HCSC) operates through its Divisions: Blue Cross and Blue Shield of Illinois, Blue Cross and Blue Shield of New Mexico, Blue Cross and Blue Shield of Oklahoma, and Blue Cross and Blue Shield of Texas. HCSC is an independent licensee of the Blue Cross and Blue Shield Association.
18
ENTERPRISE ARCHITECTURE EXECUTIVE COUNCIL IT PRACTICEwww.eaec.executiveboard.com
2009 The Corporate Executive Board Company. All Rights Reserved.EAEC4315509SYN
ROADMAP
Visual Templates
Tailored Messages
Communication Principles
Results and Implementation
19
ENTERPRISE ARCHITECTURE EXECUTIVE COUNCIL IT PRACTICEwww.eaec.executiveboard.com
2009 The Corporate Executive Board Company. All Rights Reserved.EAEC4315509SYN
THE RIGHT INFORMATION IN THE RIGHT WAY Often the right information is presented in the wrong way, leading business and IT partners to suboptimal investment decisions.
Challenges Business and IT partners did not have the information they needed to make timely decisions or understand their enterprise-wide implications.
Approach HCSC creates a library of communication templates tailored to stakeholder preferences to speed and better inform IT investment decisions and educate stakeholders on architecture.
Results HCSC is informing business and IT leaders on decisions that improve strategic spend allocation and consider enterprise cost-bene t.
Health Care Service Corporation,a Mutual Legal Reserve Company
20
ENTERPRISE ARCHITECTURE EXECUTIVE COUNCIL IT PRACTICEwww.eaec.executiveboard.com
2009 The Corporate Executive Board Company. All Rights Reserved.EAEC4315509SYN
TAILORED MESSAGES VISUAL TEMPLATES COMMUNICATION PRINCIPLESRESULTS AND
IMPLEMENTATION
Stakeholder-speci c interests and information needs are critical inputs for eff ective messaging.
DO hone the communication means and message to the preferences of the audience.
DONT assume the same message communicated to varying audiences will be understood in the same way.
STAKEHOLDER SEGMENTATION GUIDE
Stakeholder Communication Guidance
Enterprise Senior Executives
Keep message brief and grounded in the big picture Illustrate the interdependencies of IT investments
Subsidiary Senior Executives
Communicate process interfaces across subsidiaries Communicate opportunities to leverage enterprise investments
Functional Managers Demonstrate alignment between enterprise investment and functional strategies
Senior Technical Leaders Need to communicate high-level technical themes, but be aware of detailed architectures and roadmaps underneath
Technical Mid-Level Managers
Keep message centered on the whys Clarify expected roles and action steps
Senior Technologists Focus on the impact of the change on them but keep them grounded in the big picture impact, risks, and bene ts
Health Care Service Corporation,a Mutual Legal Reserve Company
21
ENTERPRISE ARCHITECTURE EXECUTIVE COUNCIL IT PRACTICEwww.eaec.executiveboard.com
2009 The Corporate Executive Board Company. All Rights Reserved.EAEC4315509SYN
TAILORED MESSAGES VISUAL TEMPLATES COMMUNICATION PRINCIPLESRESULTS AND
IMPLEMENTATION
A LIBRARY OF VISUAL TEMPLATESSpeed decision making through tailored visualizations that highlight the key element behind the decision.
HCSC pulls from a library of visual templates when presenting to key business and IT stakeholders to elicit decisions.
The templates are used individually or in concert with one another to guide a stakeholder to a decision.
Our business and IT partners gravitate to the visual that most clearly
tells them information they need to know. Our ongoing conversations with them move to a decision faster because they get it through these visual tools.Bernadette RasmussenChief Enterprise Architect, Health Care
Service Corporation
Storyboard Pac Man Lucky Charms Line of Sight
What is its purpose?
Achieve buy-in for future capabilities
Demonstrate degree of alignment between planned investment and capabilities enabled
Validate project prioritization based on value of capabilities delivered and timeliness
Communicate the criticality of cross-functional teams to solve a challenge
What does it communicate?
A demonstrated solution to current end-user pain points
The capabilities and value delivered by a project and the number of projects delivering a single capability
Planned timeline for capability delivery and business value realization, funding type, and approximate cost
Interdependencies of a challenge from the strategic vision to process and information ows to the supporting technology
How does it communicate it?
Business scenarios executed against current and future state architectures
Harvey balls indicating value and maturity of capabilities delivered through planned projects
Depiction of the intersection of the project portfolio roadmap, capability delivery dates, and value derived
Visualization of the traceability of a solution along a chain of interdependent processes and technologies
Who is the primary audience?
Enterprise Sr Executives
Subsidiary Sr Executives
Functional Managers Sr Technical Leaders Technical Mid-Level Managers
Sr Technologists
Enterprise Sr Executives
Subsidiary Sr Executives
Functional Managers Sr Technical Leaders
Enterprise Sr Executives
Subsidiary Sr Executives
Functional Managers Sr Technical Leaders
Enterprise Sr Executives
Subsidiary Sr Executives
Functional Managers Sr Technical Leaders Technical Mid-Level Managers
Health Care Service Corporation,a Mutual Legal Reserve Company
22
ENTERPRISE ARCHITECTURE EXECUTIVE COUNCIL IT PRACTICEwww.eaec.executiveboard.com
2009 The Corporate Executive Board Company. All Rights Reserved.EAEC4315509SYN
TAILORED MESSAGES VISUAL TEMPLATES COMMUNICATION PRINCIPLESRESULTS AND
IMPLEMENTATION
Employ key communication principles when engaging stakeholders to positively in ect critical decisions
PRINCIPLES OF EFFECTIVE STAKEHOLDER COMMUNICATION
Communication Checklist
Brand your visuals to enhance their marketing value
Maintain a living library of visual templates that evolve over time
Loosely align visual templates to stakeholder groups but tailor as required for speci c individuals
Present the right level of detail based on stakeholder preference
Omit non-relevant elements to reduce complexity and increase consumability
Vet information to be presented with business partners/SMEs to ensure accuracy and build credibility
Use diff erent visuals in concert but not all at the same time to avoid confusing the message
Present visuals in a series to build understanding and better inform conclusions
Keep the visuals funtechnical messages are heavy in the absence of creative communication
DO be creative when communicating technical messages to varying audience types.
DONT be constrained by a one-size- ts-all approach when trying to in uence stakeholder decisions
Health Care Service Corporation,a Mutual Legal Reserve Company
23
ENTERPRISE ARCHITECTURE EXECUTIVE COUNCIL IT PRACTICEwww.eaec.executiveboard.com
2009 The Corporate Executive Board Company. All Rights Reserved.EAEC4315509SYN
TAILORED MESSAGES VISUAL TEMPLATES COMMUNICATION PRINCIPLESRESULTS AND
IMPLEMENTATION
HCSCs communication templates are delivering the right information at the right level to business and IT partners for better decisions.
RESULTS
Enterprise Foundational Investment Approval Rate
Improved funding approval for foundational, enterprise capability investments (e.g., enterprise service bus, operational data store)
Increased consideration of enterprise impact in project spend and design decisions
Improved cross-functional collaboration in solution de nition and design
Accelerated movement toward the target state architecture
Before After
For the rst time I understood the broader impact of my planned
investments. These visuals helped me recognize an opportunity to better allocate my spend.Business Partner, Health Care
Service Corporation
20%
100%
Health Care Service Corporation,a Mutual Legal Reserve Company
100%1
1 Only includes investments with a de ned business case.
24
ENTERPRISE ARCHITECTURE EXECUTIVE COUNCIL IT PRACTICEwww.eaec.executiveboard.com
2009 The Corporate Executive Board Company. All Rights Reserved.EAEC4315509SYN
TAILORED MESSAGES VISUAL TEMPLATES COMMUNICATION PRINCIPLESRESULTS AND
IMPLEMENTATION
Stakeholder-speci c interest and information needs are critical inputs for eff ective messaging.
IMPLEMENTATION GUIDE: STAKEHOLDER GUIDELINES
Stakeholder Communication Guidance
Enterprise Senior Executives
1. Keep message brief and grounded in the big picture 2. Highlight the costs and bene ts of decision scenarios 3. Illustrate the interdependencies of IT investments 4. Use metrics to demonstrate impact
Subsidiary Senior Executives
1. Message can contain detail 2. Communicate process interfaces across subsidiaries 3. Communicate opportunities to leverage enterprise investments
Functional Managers
1. Use metrics to demonstrate impact 2. Message can contain detail 3. Highlight the costs and bene ts of decision scenarios 4. Demonstrate alignment between enterprise investment and functional strategies
Senior Technical Leaders 1. Highlight the costs and bene ts of decision scenarios 2. Need to communicate high-level technical themes, but be aware
of detailed architectures and roadmaps underneath
Technical Mid-Level Managers
1. Highlight potential operational disruption risks of investment options 2. Focus on driving to judicious project prioritization 3. Keep message grounded in the whys 4. Clarify expected roles and action steps
Senior Technologists 1. Focus on the impact of the change on them 2. but keep them grounded in the big picture impact, risks, and bene ts 3. Communicate the details of the mechanics of a solution
Health Care Service Corporation,a Mutual Legal Reserve Company
25
ENTERPRISE ARCHITECTURE EXECUTIVE COUNCIL IT PRACTICEwww.eaec.executiveboard.com
2009 The Corporate Executive Board Company. All Rights Reserved.EAEC4315509SYN
TAILORED MESSAGES VISUAL TEMPLATES COMMUNICATION PRINCIPLESRESULTS AND
IMPLEMENTATION
Applications/Services
Applications
Other Applications
The Storyboard view runs business scenarios against current and future state architectures to demonstrate value and gain buy-in for future capabilities.
Arrows from user to systems and systems to data sources indicate complexity of current architecture. The solution depicts less complexity in user-to-systems-to-data source interactions.
Complexity is best demonstrated through a series of these screens that displays the arrows sequentially and builds into a complete view of the interactions.
IMPLEMENTATION GUIDE: STORYBOARD
EligibilityBene ts/270 Inquiry
ETL
eIVRProvider
Portal
Presentation
HCSC Users External Users Training Partner Systems
Provider Availability or BCA
Business Services
Other Services
Enterprise Data
ODS
HCSC Portal Server
ESB Gateway
Oper-Marts Data-MartsEDW
ESB
Information Inquiry: Member, Provider, Claim, Product, etc.
External Portal Server
Member Eligibility Bene t Inquiry
Bus Logic Bus Logic
Rules Engine
Health Care Service Corporation,a Mutual Legal Reserve Company
26
ENTERPRISE ARCHITECTURE EXECUTIVE COUNCIL IT PRACTICEwww.eaec.executiveboard.com
2009 The Corporate Executive Board Company. All Rights Reserved.EAEC4315509SYN
TAILORED MESSAGES VISUAL TEMPLATES COMMUNICATION PRINCIPLESRESULTS AND
IMPLEMENTATION
The Pac Man view demonstrates the degree of alignment between planned investment and capabilities enabled.
IMPLEMENTATION GUIDE: PAC MAN
Mapping of a Divisions Initiatives to Future State Architecture Capabilities and Relative Value Add
Information and Data Integration
Project
Mas
ter
Dat
a M
anag
emen
t (M
DM
)
Op
erat
ion
al D
ata
Sto
re (
OD
S)
Dat
a xx
x
Op
erM
arts
ED
W
Man
aged
Met
adat
a E
nv. (
MM
E)
En
terp
rise
Co
nte
nt
Man
agem
ent
(EC
M)
Rep
ort
ing
Ser
vice
Acc
ess
Ser
vice
Reg
istr
y
ES
B/S
erv
and
A
pp
Int.
ES
B/R
ou
tin
g
ES
B/
Tran
sfo
rmat
ion
Orc
hes
trat
ion
xxx
Gat
eway
Use
r In
terf
ace
Inte
g. (
Po
rtal
)
Dat
a M
ove
men
t (E
TL
)
Un
stru
ctu
red
C
on
ten
t In
teg
rati
on
Project A
Project B
Project C
Project D
Project E
Project F
Project G
Project H
Project I
Project J
Project K
Project L
Project M
LegendCapability Level
Value Added
Level One
Level Two
Level Three
Level Four
High
Medium
Low
Health Care Service Corporation,a Mutual Legal Reserve Company
27
ENTERPRISE ARCHITECTURE EXECUTIVE COUNCIL IT PRACTICEwww.eaec.executiveboard.com
2009 The Corporate Executive Board Company. All Rights Reserved.EAEC4315509SYN
TAILORED MESSAGES VISUAL TEMPLATES COMMUNICATION PRINCIPLESRESULTS AND
IMPLEMENTATION
Key: Vertical (Enabler) Projects
Vertical projects create the necessary foundational technological capabilities.
Key: Possible Implementations
Matching Availability
Flexible Availability
Late Availability
High Value
Med. Value
Low Value
Key: Horizontal (Business) Projects
Horizontal projects must be scoped to contain funding for implementations.
The Lucky Charms view is used to validate project prioritization based on the value of capabilities delivered, timeliness, cost, and funding status.
IMPLEMENTATION GUIDE: LUCKY CHARMS
Project 1
Project 2
Project 4
Project 3
Project 5
Project 6
Project 7
Project 8
Project 9
Project 10
Project 12
Project 13
Project 14
Project 15
Project 16
Project 11
Cap
abili
ty 1
Cap
abili
ty 2
Cap
abili
ty 3
Cap
abili
ty 4
Cap
abili
ty 5
Cap
abili
ty 6
Cap
abili
ty 7
Cap
abili
ty 8
Cap
abili
ty 9
Cap
abili
ty 1
0
Cap
abili
ty 1
1
Cap
abili
ty 1
2
Op
erat
iona
l dat
a st
ore
(O
DS
)
Fun
ded
Pro
ject
s
Business-Funded Projects
Tent
ativ
ely
Fun
ded
Business Unit Initiative
Wo
uld
Req
uire
Fun
din
g
Likely Follow-On Initiative
Q4 Q1 Q2 Q3 Q4
2008 20092010
?
?
Health Care Service Corporation,a Mutual Legal Reserve Company
28
ENTERPRISE ARCHITECTURE EXECUTIVE COUNCIL IT PRACTICEwww.eaec.executiveboard.com
2009 The Corporate Executive Board Company. All Rights Reserved.EAEC4315509SYN
TAILORED MESSAGES VISUAL TEMPLATES COMMUNICATION PRINCIPLESRESULTS AND
IMPLEMENTATION
The Line of Sight view demonstrates the criticality of cross-functional teams to solve a challenge, bringing previously non-engaged stakeholders on board.
IMPLEMENTATION GUIDE: LINE OF SIGHT
Vision and Metrics
Strategies and Tactics
Business Function and
Processes
Business Rules
Information Data Services IT Systems/Applications
IT Platform/Technologies
Strategy Council Business IT
Security
Vision Points
Strategies
Business Functions
Tactics Super Process
Metrics
Point 1Strategy 1 Provider Mgmt.
Tactic 1Metric 1
Point 2Strategy 2 Function 1
Tactic 2
Service
Components
Comp 1
Comp 2
MMCDMetric 2
Point 3Strategy 3 Function 2
BIM
Domain 2
Provider
Domain 3
Services
Service 2
Service 1
Service 3
Tactic 3
Technology Platform
Tech 1
Tech 2
Tech 3
STMMetric 3
Point 4Function 3
Rule 1
Rule 2
Logical Data
Entity 2
Entity 1
Entity 3
Entity 4 Service 4
Tactic 4
SystemsSystem 1
System 2
System 3
System 4Metric 4
Line
of
Sig
ht
Health Care Service Corporation,a Mutual Legal Reserve Company