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Strategy ExecutionWhat we are seeing in the market (problems & opportunities)Most corporate planning efforts follow a four-step cycle:1. Create a strategy2. Define objectives3. Execute through initiatives4. Measure results

What is the impact of what we’re seeing?Businesses are finding it difficult to connect their strategic plan, initiatives, technology and business operations.

This lack of alignment is often evidenced by:• Inconsistency in investment decision making• Initiatives that are missing scope, running late or over budget• Change saturation leading to poor engagement and adoption• Missed product to market windows• Investments producing less than expected returns let alone maximizing their full potential• Technology that is not meeting business or customer need• Complex processes and manual workarounds

Our Point of ViewThese four basic steps are integral to defining and executing corporate strategy, but they are not the complete picture. We are seeing clients have more success by incorporating business capabilities into the planning process and execution framework. This capabilities view creates a tight linkage between “what” you want to achieve and “how” you will achieve it. Additionally, defining your business capabilities creates a shared understanding and alignment across the business on what is needed accomplish your strategic objectives.

We have seen our clients use business architecture in a variety of ways to great effect. Some create enterprise-wide business models that are used at all levels of the organization for planning, scoping, execution and change management. Others use it to solve a problem, take advantage of an opportunity or to get visibility into an area of their business.

In the past five years we have seen Business Architecture move from an emerging discipline to one with established frameworks and guidelines for best practices. We have seen a dramatic shift in the marketplace, with more clients interested in business architecture and what it can deliver.

Strategy

Objectives

Initiatives

KeyPerformanceIndicators

The portfolio of initiatives that result from this model are often disconnected from each other, from the operations of the business, and from the overall enterprise strategy.

Capabilities

Silo’d Execution

Synchronized Execution

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