1. Mike Lloyd mike.lloyd@carbonflame.com Microsoft Motion workshop

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

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

4. Advances In Management Tools

5. Analysis: Customer Satisfaction Levels are Static Q4 1994 Q4 1995 Q4 1996 Q4 1997 Q4 1998 Q4 1999 Q4 2000 Q4 2001 Q4 2002 Q4 2003 Finance/ Insurance 74.874.174.574.674.473.974.473.373.874.7 Commerci al Banks 74 7271706870727475 Wachovia7573717468 66727376 Bank of America 68676561626163687074 Bank One757469706866706670 Wells Fargo 69716562676567666968 'So what was the value of ten years of investment in systems and processes?' Jack Calhoun, CEO Accelare

6. 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 2002 2001 2000 1998 1999 1997 1996 1995 1994 1993 'You can see the computer age everywhere these days, except in the productivity statistics.' Robert Solow (Nobel laureate in economics), 1999

7. 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. 2006 'CEOs see IT as the single biggest inhibitor for change in their business' (Source: Gartner Survey, November 2005) – quoted by Marc van Eeke

8. Analysis: flexibility vital to achieve other goals effectively

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

10. 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 Email

11. Defining the business

12. 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

13. Mike Lloyd mike.lloyd@carbonflame.com What is Microsoft Motion ?

14. 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

15. 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 3.3.1 Sourcing and Supplier Contract Management 3.3.2 Purchasing Module map – business capabilities Level 5 3. Fulfill Demand 3.3 Procurement 3.3.2 Purchasing - Request Resources - Create Purchase Requisitions Create purchase requisitions Request Resources

16. The module map

17. Anatomy of a capability StartStart People Platform Process

18. Encapsulating a capability Businessarchitecture

19. Mike Lloyd mike.lloyd@carbonflame.com How do you use Microsoft Motion ?

20. 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

21. 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?

22. 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?

23. 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?

24. 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?