Mike Lloyd Microsoft Motion workshop

Starbucks – Reinventing the Coffee Shop QualitySpeedConvenienceFashionSelectionAmbiancePrice Location Service Expertise High Medium Low Emphasis StarbucksIndustry

Microsoft Motion in an IT context MotionREJMSFDSI Envisioning Planning Developing Stabilising Deploying TargetFundDevelopOperate

Advances In Management Tools

Analysis: Customer Satisfaction Levels are Static Q Q Q Q Q Q Q Q Q Q Finance/ Insurance Commerci al Banks Wachovia Bank of America Bank One Wells Fargo 'So what was the value of ten years of investment in systems and processes?' Jack Calhoun, CEO Accelare

Analysis: Productivity Investments Dont Often Deliver $60k $80k $100k $120k $130k$140k$150k$160k Investment per Employee (Total Assets / # of Employees) Value-Add per Employee (Profit / # of Employees) Gross Value Added Per Employee 'You can see the computer age everywhere these days, except in the productivity statistics.' Robert Solow (Nobel laureate in economics), 1999

Analysis: IT is a major obstacle to change 51% Which items represent significant obstacles for your firm to improve the customer experience it delivers? Trying to change employee behaviour Getting alignment across the organisation Implementing technology Designing usable interfaces for customers Understanding customer needs Defining a customer experience strategy Trying to change customer behaviour Measuring customer experience Gaining executive commitment Identifying target customers 60% 57% 49% 43% 37% 31% 21% 17% 35 North American financial services firms with annual revenues of $500m. Source: Forrester Research, Inc 'CEOs see IT as the single biggest inhibitor for change in their business' (Source: Gartner Survey, November 2005) – quoted by Marc van Eeke

Analysis: flexibility vital to achieve other goals effectively

Go-in, Go-up, Go-out and Only Then… Go-down

Enterprise Integration Hub Web Svcs Business services Segmentation Customer Admin Agent Admin Campaign Mgt Commission Sales Mgt Contact Mgt Adviser tools Document Mgt.Content Mgt Web Svcs External web services B2B Web Svcs Infrastructure services Outputs SecurityProcess MgtWorkflowDiary MgrBusiness RulesOps Mgmt Web Svcs Common presentation logic Devices Voice Wireless Mail

Defining the business

1. Business capabilities are stable 2. Capabilities that dont add value can be eliminated 3. IT is a powerful agent for transformational change Web services SOA Motion

Mike Lloyd What is Microsoft Motion ?

The basic module map Customers Business partners Customer-facing channel partners IT providersFinancial service providers 1. Develop product or service 2. Generate demand 5. Collaborate 3. Fulfil demand 4. Plan and manage the business

Financial service providers Customer-facing channel partners Customers Business partners IT providers 1. Develop product or service2. Generate demand 5. Collaboration 3. Fulfil Demand4. Plan and manage the enterprise 3.1 Provide Service 3.2 Advanced Planning 3.3 Procurement 3.4 Produce Product 3.5 Logistics Sourcing and Supplier Contract Management Purchasing Module map – business capabilities Level 5 3. Fulfill Demand 3.3 Procurement Purchasing - Request Resources - Create Purchase Requisitions Create purchase requisitions Request Resources

The module map

Anatomy of a capability StartStart People Platform Process

Encapsulating a capability Businessarchitecture

Mike Lloyd How do you use Microsoft Motion ?

Acquisition 6 SigmaBPRCorporate strategy Why start a Motion project? Automation SOA Problem-Solving Incremental Change Governance and Compliance Core vs. Non-core Consolidation Sourcing Business Architecture Motion project Module map

Phase 1 Establish project context Generate Level 2+ capability map Document project context & objectives Assess capability performance Gate 1 – Go, or no-go? Motion Project – Phase 1 Deliver final projectrecommendations Understand 'as-is' business architecture Check completeness of operational, environmental and financial framing Go/no-go?

Phase 2 Capture Business Architecture Gather existing business and financial documentation 'Go In' – Map relevant Level 2+ capabilities 'Go Up' – Connect capability Levels 1 and 2 'Go Out' – Connect environmental capabilities Gate 2: Check completeness Off-Ramp Motion project – phase 2 Deliver final projectrecommendations Understand 'as-is' business architecture Check completeness of operational, environmental and financial framing Go/no-go?

Phase 3 Complete 'as-is' business architecture 'Go Down' – Cross-reference capabilities to teams, business objectives and financials Identify capability connectors Identify service level expectations Identify people, process and platform views Workshop: Gate 3 – Understand Business Architecture Off-Ramp Motion project – phase 3 Deliver final projectrecommendations Understand 'as-is' business architecture Check completeness of operational, environmental and financial framing Go/no-go?

Phase 4 Recommend Next Steps Identify leverage points and impediments Select appropriate improvement model Develop next step recommendation Identify project opportunities and risks Deliver final project recommendation Motion project – phase 4 Deliver final projectrecommendations Understand 'as-is' business architecture Check completeness of operational, environmental and financial framing Go/no-go?