MAY COMMUNITY MEETING BOARD UPDATE The TC Business Architecture - - PowerPoint PPT Presentation
MAY COMMUNITY MEETING BOARD UPDATE The TC Business Architecture Forum THE TWIN CITIES BUSINESS ARCHITECTURE FORUM 1/22/2019 1 AGENDA 2019 Programming Overview Capability Updates A4G (Architecting For Good) Tool Talk Main
The TC Business Architecture Forum
BOARD UPDATE
1/22/2019 THE TWIN CITIES BUSINESS ARCHITECTURE FORUM 1
AGENDA
◼ 2019 Programming Overview ◼ Capability Updates ◼ A4G (Architecting For Good) ◼ Tool Talk ◼ Main Event: Platform as a Service presented by Thrivent Financial
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Leading with Models Enabling Innovation Informing Change
Implement Your Vision Prime Therapeutics March 19, 2019 TCBAF host: Troy Nelson Platform as a Service Thrivent Financial May 21, 2019 TCBAF host: Michael Dockham Design Thinking Medtronic July 16, 2019 TCBAF host: Tiffany Johnson
TCBAF Mini-Summit
Technology enablers in the Business Architecture of Healthcare Mayo Rochester August 22, 2019 TCBAF host: Linda Finley Using Business Architecture for Application Rationalization MNIT (State of MN) September 17, 2019 TCBAF host: Morgan Finley
4th Annual Business Architecture Summit
Cargill December 5, 2019 TCBAF host: Tim Jennissen TBA January 21, 2020 TCBAF host: Dean Larson
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TCBAF SIG – Run in parallel throughout 2019
Social Event Steel Toe Brewing October, 2019 TCBAF host: Mary Auer
2019 Theme The Journey: Using Business Architecture to Lead
Drive results by leading with models, enabling innovation, and informing change.
TCBAF MINI-SUMMIT
◼ “Technology enablers in the Business Architecture of Healthcare” ◼ Presentations by Mayo and 2 additional healthcare partners, with a panel discussion ◼ Hosted @ Mayo Rochester ◼ Thursday, August 22nd ◼ 1pm – 4pm (tentative) ◼ Collaboration with HIMSS MN, possibly others
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4TH ANNUAL BUSINESS ARCHITECTURE SUMMIT
◼ The Journey: Using Business Architecture to Lead. Drive results by leading with models, enabling innovation, and informing change. ◼ Proposed tracks include: Leading with Models Enabling Innovation Informing Change Skill Building ◼ Thursday, December 5, 2019 ◼ Hosted @ Cargill
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CAPABILITY UPDATES -- MEMBERSHIP
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◼ Focusing on member engagement in 2019
◼ Refreshed Member Journey Map to
highlight key areas
◼ Reviewed capabilities needed to track and
improve engagement (Member Management via Zoho CRM, Event Management via Eventbrite, Member Marketing via existing LinkedIn and TCBAF.org channels )
A4G (ARCHITECTING FOR GOOD) UPDATE
Partner: HOPE 4 Youth
◼ Goal: End youth homelessness ◼ Approach: Prevent > Serve > Sustain ◼ Identify ways to prevent kids from
becoming homeless
◼ Provide services that help kids to gain
the skills needed so they are never homeless again
◼ Based in Anoka County looking to
expand reach across the state and beyond Project Status:
◼ Kick-off Meeting Complete ◼ 14 Volunteers participated in kick-off learning about
HOPE 4 Youth and brainstorming deliverables Next Steps:
◼ Working Session Wednesday May 22nd. ◼ 3 HOPE 4 Youth stakeholders participate in
strategy decompensation and mapping session
◼ Break into sub-teams and build out deliverables ◼ Strategy Maps ◼ Business Model Canvas ◼ Customer Journey Map / Value Streams ◼ Capability Maps
TOOL TALK
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THE 9 BLOCK FRAMEWORK
Cost Structures Revenue Streams Key Partners Key Activities Value Proposition Customer Relationship
Customer Segments
Key Resources Channels
Create Value Deliver Value Capture Value
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“An organization serves
Segments”
CUSTOMER SEGMENTS (CS)
Description: a group of people or an organization that we aim to reach and serve. Distinct segments
with common needs, common behaviors, etc.. ◼ Their needs require a distinct offer ◼ They are reached through different distribution channels ◼ They require different types of relationships ◼ They have different profitability or perspectives on "value" ◼ They are willing to "pay“ for different aspects of what we offer
www.businessmodelgeneration.com
Proper segmentation is key – it either enables or inhibits differentiation
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CUSTOMER SEGMENTS -- EXAMPLES
◼
Mass markets — Don’t distinguish between different Customer Segments. Customers have broadly similar needs and problems. (ex: consumer electronics.)
◼
Niche markets — Cater to specific, specialized customer segments. Supplier/buyer relationships (ex: car parts for auto manufacturers.)
◼
Segmented — Distinguish between market segments with slightly different needs and problems (ex: financial services - high net worth individuals vs people saving for retirement.)
◼
Diversified — Serve two or more unrelated Customer Segments. (ex: Amazon.com retail sales and cloud computing service unit share one powerful infrastructure.)
◼
Multi-sided platforms (multi-sided markets) — Serve two or distinct but interdependent groups of
newspapers link readers and advertisers)
www.businessmodelgeneration.com
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Ask yourself:
✓
For whom are we creating value?
✓
For whom do we making a difference?
EXPLORING CUSTOMER SEGMENTS
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A tool like XPLANE’s Empathy Map can expand your understanding of a customer via profiling Similar to the ‘Persona’ development approach is outlined in “The Design Thinking Playbook” Provides insights that may influence your thinking around Value Proposition (July topic), Customer Relationships and Channels
https://x.xplane.com/empathymap
THANK YOU FOR BEING PART OF THE COMMUNITY
◼ Follow tcbaf.org and join our linkedin group for information and updates ◼ We have a blog area on the website, we’re just waiting for your content! ◼ We’re on Instagram now! Follow us! ◼ Thank you to Thrivent for hosting us!
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14 | For internal use only. Not to be shown or distributed to the public.
Dan Bryant, VP, Corporate Strategy and Partnerships Michael Dockham, Enterprise Architecture May 21, 2019
15 | For internal use only. Not to be shown or distributed to the public.
small groups: 30 minutes
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“In the 1880s and 1890s, two dozen flour mills, connected by a system of canals, sluiceways and tunnels, dominated the west bank at the Falls of St. Anthony. These towering mills cast their shadows over thousands of farms across the northern wheat belt. Their strength rested not only in waterpower but in money and organization. By 1889 three companies controlled two-thirds of the flour production at the
household words across the Northwest.” Minnesota Historical Society
18 | For internal use only. Not to be shown or distributed to the public.
to operate together to serve customer needs
defensible value proposition along the customer value chain.
19 | For internal use only. Not to be shown or distributed to the public.
Sangeet Paul Choudary, Geoffrey G. Parker, and Marshall W. Van Alstyne, “Pipelines, platforms, and the new rules of strategy,” Harvard Business Review, April 2016, hbr.org.
20 | For internal use only. Not to be shown or distributed to the public.
The most important choice for a platform business model is determining what it is not going to do along the customer value chain. Unintended externalities of the business model that are not “priced in” will often determine the long-term sustainability of the business.
“The essence of strategy is choosing what NOT to do.” Michael Porter
21 | For internal use only. Not to be shown or distributed to the public.
The most successful companies in the digital era, including Alibaba, Amazon, and Facebook, were all designed on platform business models. Seven of the ten largest companies by market capitalization are ecosystem players—Alibaba, Alphabet, Amazon, Apple, Facebook, Microsoft, and Tencent.
Google, Apple, Facebook, Amazon (GAFA) and Ecosystems
A platform is a business model that allows multiple participants (producers and consumers) to connect to it, interact with
value. An ecosystem, meanwhile, is an interconnected set of services that allows users to fulfill a variety of needs in one integrated experience. Ecosystems will account for 30 percent of global revenues by 2025
22 | For internal use only. Not to be shown or distributed to the public.
The Fourth Industrial Revolution
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Evolving Infrastructure of the Fourth Industrial Revolution
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The movement of goods and services is now predominately over digital flows; Assets and value are now created and/or exchanged overwhelmingly through non-physical means.
25 | For internal use only. Not to be shown or distributed to the public.
▪ What are the flows of intangible/tangible assets across ecosystems? ▪ How do those flows align to specific needs along the customer value chain? ▪ Google, Facebook, Amazon, Alibaba have positioned themselves along the flows between suppliers and customers.
26 | For internal use only. Not to be shown or distributed to the public.
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29 | For internal use only. Not to be shown or distributed to the public.
30 | For internal use only. Not to be shown or distributed to the public.
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startups will focus upon unique and defensible value proposition along the customer value chain.
technology
enable components of an ecosystem to operate together to serve customer needs
underlay our Ecosystems are rapidly changing
32 | For internal use only. Not to be shown or distributed to the public.
It’s not technology that disrupts most markets | Customers are disrupting markets
Locking up the Value Orchestrating the Value Decoupling the Value 1980s mid-2000’s late-2000’s
33 | For internal use only. Not to be shown or distributed to the public.
34 | For internal use only. Not to be shown or distributed to the public.
Platform Exercise
35 | For internal use only. Not to be shown or distributed to the public.
Scenario: Build out a Ride Sharing Business, think in terms of Lyfu / Uber from each Key Stakeholder’s Perspective Establish Teams and Assume Your Role:
[2-3 Consumers, 2-3 Producers, 2-3 Partners, 2-3 Platform Owners]
○ Role of Consumers: Explain what you want and what would add value to you ○ Role of Producers: Explain what you are sharing and what value you would get out of it ○ Role of Partners: Explain what you are sharing and what value you would get out of it ○ Role of Platform Owners: listen to the Consumers, Producers & Partners; ideate what your platform will do to create the value exchange and the network effect
Idea Generation: Write down (on Post-it Notes) as many ideas for what you believe the Stakeholder you are representing
36 | For internal use only. Not to be shown or distributed to the public.
You will place Post-its on the Template as you generate ideas
37 | For internal use only. Not to be shown or distributed to the public.
Timing
stakeholders Report Outs
38 | For internal use only. Not to be shown or distributed to the public.
that is owned by a single entity?
most intriguing?
39 | For internal use only. Not to be shown or distributed to the public.
We will leverage “Platform Design Toolkit”
Exchange Value
relationships you want to Focus on
Transactions
Experiences
Platform
40 | For internal use only. Not to be shown or distributed to the public.
Thrivent’s Platform Business Model Experience
41 | For internal use only. Not to be shown or distributed to the public.
Access to relationships & data that Thrivent would not be able to access on
42 | For internal use only. Not to be shown or distributed to the public.
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The Growth Journey + Platform:
from concept to capabilities model to construction
Growth Plans, Steps & Increments Spark! Participant’s Narrative (Personal State) Connect Growth Journey Know Match Catalyze Journey Outcomes Impetus to change
Platform Services
44 | For internal use only. Not to be shown or distributed to the public.
45 | For internal use only. Not to be shown or distributed to the public.
Economy
how to make them work for you
The TC Business Architecture Forum
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