Navigate Atlas to support Strategy

Navigate Atlas to support Strategy extends Navigate Core to address the developing architecture to support strategy.

The Navigate Atlas to support Strategy supports exploring broader change questions for an enterprise, department, or initiative.

A strategy explains how an organization intendeds to engage its environment. We build it from an integrated set of choices.

Navigate Atlas to support Strategy Tools

Hambrick's Strategy Diamond

We lean heavily on Hambrick's Strategy diamond to test the strategy.

Hambrick's Diamond isn't perfect. Being able to answer the five questions ensures your strategy is not skipping essentials.

  • Where will the strategy be activated (Arenas)?
  • How we will win (Differentiators)?
  • What change programs will move us (Vehicles)?
  • What our pace and sequence of change (Staging)/
  • How we get our returns (Economic Logic)?

Deloitte Value Map

For private-sector organizations we will leverage Deloitte's Value Map. The Value Map concisely highlights the options available to drive shareholder value:

  1. Grow Revenue
  2. Grow Operating Margin (Lower Cost)
  3. Improve Asset Efficiency
  4. Improve Expectations

Deloitte Value Map
Wherever possible, we leverage existing high-quality analytic tools and techniques. Our value comes from driving to an actionable answer, not inventing an elegant technique. The Deloitte Value Map is an example of our approach.

Strategy Work Product

  • Decision Document
    TOGAF Architecture Vision
    Key deliverable to enable the change initiative
  • Option Document
    TOGAF Set of Viewpoints
    Key deliverable to address Hambrick's five questions
  • Strategy (Hambrick)
    TOGAF Architecture Vision
    Key deliverable to govern the change initiative

This atlas is used in the Strategy version of our custom business architecture training.

EA to support Strategy

Provide an end-to-end Target Architecture and develop roadmaps of change over a three to ten-year period

Will typically span many change programs.

Architecture is used to identify change initiatives and supporting portfolio and programs. Sets terms of reference, identify synergies, and govern the execution of strategy via portfolio and programs.

Enterprise Architecture Capability Model
Enteprise Architecture Purpose

Conexiam Navigate

We design Conexiam Navigate to address the problem of getting to done.

Limit information demands and maintain a crisp focus on expected value. Specialized Atlases extended Navigate seamlessly.

Enterprise Architecture Landscape (Strategy)

No pattern. Some Strategy will have a broad impact while other Strategy will cover a narrow subject. Not very detailed. May contain point constraints that are very detailed when the value is dependent upon tight control. Typically, more guidance than constraint. Typically, looking ahead for a 3 to 10-year period when Target. Current Architecture to Support Strategy tends to have a short timeframe of validity. Typically, the need to update and keeping current this architecture is highly variable.

Standard Navigate Atlas to support Strategy Stakeholders

  • Senior Leaders are those with responsibility for management and oversight
    This responsibility includes approving and realigning strategic initiatives, tracking a portfolio of projects, ensuring transformative benefits are realized, and meeting operational business goals.
  • Program/Portfolio Managers are those with responsibility for management and oversight of strategic initiatives
    This responsibility includes approving and realigning projects, tracking project progress, and ensuring project benefits are realized.
  • Business Requirements Owners are those responsible for identifying and expressing business requirements
    Typically, these stakeholders handle some aspect of business operation.
  • Sponsor (Implementers) are those responsible for developing, integrating, and deploying the solution
  • Risk Owners are those interested in risk
  • Business Partners are those who are engaged to provide services sustaining a customer value proposition
    Note: The architecture may not be provided to business partners but must be evaluated from their perspective.
  • Customers are those who consume products and services
    Note: The architecture may not be provided to members but must be evaluated from their perspective.

Standard Navigate Atlas to support Strategy EA Concerns

  • Agility What is the ability of the architecture to adapt to future unanticipated change?
  • Efficiency How does some aspect of the architecture contribute to efficiency of operations?
  • Value What is the value of the architecture?
    • Value Proposition How does some aspect of the architecture address a value proposition?
    • Alignment To what extent is the architecture aligned with priorities?
    • Differentiation How does some aspect of the architecture address enable differentiation?
    • Customer Intimacy Is the enterprise delivering products and services the customers want?  What is the confidence that they will like new product or a service?
    • ROI What is the economic return on investment? Are there other measurable returns on investment?
    • Risk to Asset What is the risk posed to Assets (Things of Value)?
    • Risk to Benefit What is the Risk to Benefit (Expected measurable outcomes of the change)?
  • Change Impact  What is the impact, or scope, of a change to the architecture?
  • Change Cost What is the impact of a change to the architecture in terms of cost of change?
  • Confidence What confidence they can place in the target?
    • Feasibility What is the probability the architecture will be realized and sustained?
  • Confidence What confidence they can place in the target?
    • Security Will the architecture consistently address the risks and opportunities embedded in operations?
      Will the architecture consistently address the need to respond to hostile intent of known and unknown entities?
    • Specification
      What needs to be built?
  • Continuous Operations Can the architecture operate continuously?
    • Dependability How will the architecture consistently deliver value and operate safely?
    • Resilience How will the architecture react to unexpected shocks?
    • Business Continuity Does the architecture provide an appropriate level of continuity needs relative to the enterprise’s needs?
    • Scalability Can the architecture and the enterprise handle the range of demands and growth cycles?
    • Self-Healing How will the architecture self-correct from error, in-balance or shock?
  • Ecosystem
    • Compliance (regulatory / contract) How will we protect assets in the architecture?
    • Competitive Landscape How does the architecture improve position in the competitive landscape?
  • Sustainability How does the architecture demonstrate sustainability?
    • Social Responsibility Does the architecture provide appropriate social responsibility?

Chapter 7 of the EA Practitioner's Guide discusses how to deliver EA to support Strategy.

Download the Practitioner's Guide

Navigate Business Architecture

Motivation

  • BMM

Analysis

  • Value Chain
  • Capability
  • Function
  • BIE (Limited Use)

Target Description

  • Capability
  • Kaplan

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