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12 (.% Define Aspirations Enterprise Outcomes Management Define Capabilities Strategy Enterprise Governance Define Enterprise Architectures Enterprise Portfolio Planning 11

13 (.% Define Aspirations Enterprise Value Maps Aspirations Models Market Forces Enterprise Outcomes Management Define Capabilities Performance Models Strategy Enterprise Governance Define Capabilities Architectures Enterprise Portfolio Planning 12

14 (.% Define Aspirations Resources Capabilities Models Constraints Enterprise Outcomes Management Define Capabilities Financial Staff Technical Partners Capabilities Financial Staff Technical Partners Strategy Enterprise Governance Define Enterprise Architectures Enterprise Portfolio Planning 13

15 (.% Define Aspirations Human Capital Architecture Capabilities Driven Enterprise Architecture Process Enterprise Outcomes Management Define Capabilities Technology Strategy Enterprise Governance Define Enterprise Architectures Enterprise Portfolio Planning 14

16 (.% Define Aspirations Enterprise Outcomes Management Define Capabilities Strategy Enterprise Governance Define Capabilities Architectures Enterprise Portfolio Planning Include projects / programs along multiple Dimensions: Organizational Process Improvement Technical Partner Relationships Etc. 1

17 (.% Define Aspirations Enterprise Outcomes Management Define Capabilities Strategy Enterprise Governance Enterprise Portfolio Planning Define Capabilities Architectures Include true enterprise governance (Board Level) and governing bodies and models below the board level across multiple dimensions: Organizational Process Improvement Technical Strategic Relationships Etc. 16

18 (.% Define Aspirations Performance Metrics Aspirations Architecture Benchmarking Enterprise Outcomes Management Define Capabilities Outcomes Assessment Strategy Enterprise Governance Define Capabilities Architectures Enterprise Portfolio Planning 17

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20 % ) ) 9 ) (. % 2 8 $ * Strategy Considerations Structure Centralized / decentralized / Federated / Networked Capabilities Competencies and skills and where they reside Standardization Level of standardization / SOPs / standards for interoperability and information exchange in a networked model Assignments Roles & responsibilities and where they reside in a networked governance model Coordination Communications and integrating activities Copyright 2008 Deloitte Development LLC. All rightsrequired reserved. (e.g. Resources Level a low cost strategy may demand investments in technology to lower costs ) 19

21 % (.%/ 3 1 Replenishment < Consumption Resource Planning Alignment Demand < " 9) " 0!" 8! 0 (+? 69? 8 3 9) (+?? ) 8* 3 Extended Considerations Incentives, performance measures, and improvement Managing change Culture Power & influence Actions Align short term objectives to the longer term strategy. Align Incentives / controls to strategy and short term and long term objectives. Establish controls that monitor performance against strategy. Analyze variance and root cause so adjustments can be made. Communicate the rationale, implications, value and benefit of the change. Ensure the individual s role in effecting the change is understood. Ensure they understand what it means to them (i.e. timing, and other factors). These factors are important to securing their buyin. If the culture is not conducive to a successful implementation address behavioral and cultural change as part of the implementation master plan. Adjustments can range from staff changes to changes in reward structures. Individuals / organizations want to preserve their power base. Manage power shifts with appropriate executive leadership. 20

22 3!39 % (.%/ < " 8 9) * 1! * * ) ) <, *, * 3 ) ) 9 0!0! +,,* 0 <, * 0 21

23 0 Aspirations are evaluated according to the Enterprise Value Map. From this we can define capabilities that might: Grow Revenue Improve Margin Increase Asset Efficiency Improve Expectations 22

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26 %/ )* *, <, < Across the Network Within the Enterprise (+ 8 < *, ) ) 0 %!9 * 1 0 A2* ; ),!0 3 0 ) 0! %/ 0 + ( 3 ) 9 (+ * *, 1 0 A * % ( 3 9) % 8 *, : 2

27 " 8 E " ) 0 0, ), 0 ) E " ;, ) E " 8 < FG 0,2 * 9 Change these without changing these Composite Composite Business Service Business Service Business Process 1 Business Process 2 Change these without impacting these Business Service Service Component Business Service Service Component Business Service Service Component Business Service Service Component Business Service Service Component Business Service Service Component Business Service Service Component Business Service Service Component 26

28 ( < #',!,,!!!$ THE WORLD STREET JOURNAL 4 Public SOA 1 FC Reports Record Profits with Networked Innovation Model and Level SOA Maturity FC announced 1 st quarter profits today and beat analysts forecast. Results are attributed to the success of its straegy Basic SOA Use of XML Limited SOA run Time Web services Standards and some Components 2 Limited SOA Services XML messaging SOA development and runtime environment Some services developed, with limited exposure Web services 3 Orchestrating SOA Services Broad use of XML Business Services are defined Services are being orchestrated Business Process Modeling is in use Broad use of SOA infrastructure SOA governance in place Performance Mgmt + SOA Extensive use of SOA and BPM Business Process Models defined and managed Business activity monitoring Business process simulation Multiple BU/business services domains are defined Service reuse is occurring Extensive SOA environment Public services being leveraged and choreographed Extensive services library Extensive services reuse Web 2.0 with collaboration and mashups Multiple services partners 27

29 % 9 Customers Suppliers Outsourcing Partners Maximize Value in the FC Value Chain Industry Associations Regulatory Bodies Business Perspective Technology Perspective Value Drivers Business Levers Develop New Products Volume Revenue Growth Operating Margin Asset Efficiency Selling & General Admin Capabilities Company Strengths Customer Support Value Chain Management CRM Information Management Processes Plan and Design New Product Concepts Process Transactions and Inquiries Manage IT Products and Services Process Integration Enterprise Services Funds Transfer Technology Infrastructure Services Orchestration Services Realization Data Integration Common Services ESB External Factors Expectations Enterprise Information Communication System Management 3 rd Party Interfaces Applications Databases Platforms Capabilities and processes are continually aligned with strategic business goals Services Orchestration provides a flexible mechanism for creating and modifying processes Services Realization layer decouples the business logic from the underlying technology infrastructure Organization Governance Standards Security, Privacy & Controls Execution Management 28

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31 %/ Performance Dashboards help inform the EA team What should be our aspirations Is the strategy being adhered to? Is the strategy achieving the expected outcomes? Scenario based modeling tools provide FC the ability to do Whatif analysis Modeling tools provide support for static models for Organization Processes Technology FC s EA Modeling Tools support dynamic scenario based analysis as well as static modeling 30

32 %/ < FC s EA Dynamic Modeling tool supports dynamic scenario based analysis 31

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34 0 < % 1 1. Consider implementation issues during strategy development 2. The strategy must be clear and unambiguous 3. Translate long term needs in to short term objectives 4. Address communications and integration requirements of the strategy. Focus on the people side of execution. There must be a unifying integrated approach to strategy development and execution 6 Pillars to Successful Strategy Execution 1 F<,,G!>* 0,! 80! B 33

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43 0 ) ) 3 1 THEN (2009) NOW (2009) (a) Many organizations don't have a consistent way to even describe their strategy, other than in a large strategic planning binder. We believe strongly that organizations need to find a consistent, coherent way to translate their strategy into operational terms. (b) Sixty percent of typical organizations do not link their strategic priorities to their budget, virtually ensuring that key strategic initiatives do not get funded and resources may not be supplied to deliver on the strategic plan. (c) Twothirds of HR and IT organizations develop strategic plans that are not linked to the organization's strategy. This is extraordinary. (d) Seventy percent of middle managers and more than 90 percent of frontline employees have compensation that is not linked to the strategy. (e) Most devastating, 9 percent of employees in most organizations do not understand their [organization's] strategy. In short, there is often a chronic disconnect in organizations between strategy formulation and strategy execution. F< 8G 0 ) 0 +K 0 ; &' 8) + * 0! * &0' *, 0!, ) ) &' 1 2 ), &' +K ) 0, * 1 9! ) &F< 8G' + 0* 1 42

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