Services

Strategy and Operating Model alignment.

Aligning strategy, business & operating models with architecture framework
Helps understand key drivers for transformation
A Target Operating Model (TOM) describes how a business will operate at a point of time in future. It is the bridge between a strategic direction and roadmap of change initiatives.
Business priorities are derived from the Business Model. Leveraging TOM to support these business priorities.
Determining the cross-functional impacts of various strategies on the business
Provide context to create One-Page strategy.

A selection of scenarios is used to align the business context for the mapping. From the business scenario views target Service Domains and associated operations are isolated. Examples, (below)
New product / service launch.
Shift to customer centric business models
Operational Cost reduction
Reducing technical debt and modular development
Investment analysis
Globalization
A selection of scenarios is used to align the business context for the mapping. From the business scenario views target Service Domains and associated operations are isolated. Examples, (below)
New product / service launch.
Shift to customer centric business models
Operational Cost reduction
Reducing technical debt and modular development
Investment analysis
Globalization

(For modelling future state) it’s important to understand the application landscape and identify and baseline which systems support which capabilities in order to understand the IT impacts of new propositions without having to start from scratch before every large initiative.
Mapping value streams, capabilities, information maps and applications & services is the first step.
Once the baseline is done, organizations should align business architecture, data architecture, application architecture, technical architecture & shadow systems.
End result is documented weakness and gaps in current system and framework for focused requirements analysis that will achieve target state and reduce technical debt.

a layered approach where each horizontal function or capability (technology) is managed separately as a shared service across the vertical function or capability (business).
(BIAN) Banking Industry Architecture Network is one such vertical framework that specifically caters to Financial Industry.
Flexible data architectures enable real time data.
Data migration and integration.
Enables information analysis, governance and provenance.
Forms foundation for application and solution architectures.
Better suited to leverage latest technologies such as machine learning, artificial intelligence, data science and robotics.

Portfolio Management is the way in which a firm can control and prioritise projects and programmes in order to achieve the strategic objectives outlined by the organisation.
Identifying and working on reducing technical debt and cost vs value comparison gives direction to portfolio management.
Insight driven governance – The data must be used and presented in a way to provide real insight to senior executives.
Benefits realization (tracking / performance measurement)-
By grouping programmes together their benefits can be tracked in a similar way, for example those designed to reduce cost or increase market growth can be tracked with similar types of metrics such as payback rates, return on investment (ROI) or market share.
However other projects such as regulatory compliance programmes should often be tracked against a different set of metrics; as compliance itself is the goal so doesn’t fit the same payback or ROI targets