1. | Consulting | www.busanalysts.com.au Strategic Business Analysis - the difference between great, good and not so good decision making | Consulting |

2. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 2 Introduction

3. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 3 Business Value All organisations exist to deliver products and/or services to customers

4. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 4 Business Growth Corporate Business Strategy Strategies to increase revenue Strategies to decrease costs Not for Profit Business Strategy Strategies to increase revenue Strategies to decrease costs Increase products and/or service for a select group of customers or members

5. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 5 Business Value Product leadership Customer intimacy Operational excellence

6. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 6 Business Stages www.shirlawsgroup.com

7. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 7 What is Strategic Business Analysis No matter the industry, any organisation that knows they need to innovate to grow can benefit from business analysis. Business analysis assists organisations improve the delivery of products and/or services to customers. A Strategic Business Analyst performs an analysis of business processes that are broken down into individual requirements that enable a stakeholder (person) to deliver a product and/or service to a customer.

8. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 8 Delivering Strategy Unravel the processes

9. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 9 It can be complex!

10. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 10 Break it down

11. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 11 Acquire, Construct and Manage Assets Develop and Manage Human Capital Develop and Manage Business Capabilities Manage Information Technology Manage External Relationships Manage Financial Resources Manage Enterprise Risk, Compliance, Remediation and Resiliency Value Chain Core Value Processes Supporting Processes Plan Vision & Strategy Develop & Manage Product & Services Market & Sell Products & Services Deliver Birth Products Customer Service Deliver Death Products Deliver Marriage Products

12. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 12 Develop and Manage Human Capital Value Chain Process Detail Develop and manage human resources (HR) planning, policies, and strategies Recruit, source, and select employees Develop and counsel employees Manage employee relations Reward and retain employees Redeploy and retire employees Manage employee information and analytics Manage employee communication Recruit/Source candidates Screen and select candidates Manage new hire/re-hire Manage applicant information Manage employee requisitions

13. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 13 Process driven requirements Organisations first need to understand the business process change required and then ensure any new technology integrates seamlessly. System “A” System “B” X

14. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 14 IDEA/STRATEGY DELIVERY BUSINESS ANALYSIS & PROCESSES

15. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 15 Industry Research 71% of failed software projects are traced to poor requirements $46 billion spent worldwide on fixing requirements problems Poorly defined applications largely contributes to a 66% project failure rate, costing U.S. businesses at least $30B every year Communication challenges between business teams and technologists are chronic - 60%-80% of project failures can be attributed directly to poor requirements gathering, analysis, and management.

16. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 16 Industry Research

17. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 17 Industry Research Worldwide cost of IT failure (revisited): $3 trillion And locally too

18. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 18 Business Case Definition and Purpose Definition: A decision support and planning tool that quantifies the expected financial results and other business consequences and impacts based on a particular action The purpose of a business case is to: Inform the enterprise decision makers about a proposed project and provide sufficient information to facilitate a decision on whether or not invest

19. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 19 Outcomes versus Benefits An outcome is a result of introducing a reengineered business process and/or an IT-enabled system or capability The benefit is what the business subsequently derives when/if managers exploit the new capability

20. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 20 Innovation Innovation - businessdictionary.com: The process of translating an idea into a good or service that creates value or for which customers will pay.

21. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 21 Innovation not Invention Invention is not innovation Invention is coming up with a great idea Innovation is executing a great idea and getting it to spread.

22. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 22 Innovation Process “as is” business value “as is” business value opportunity idea prioritise lever the idea spread the idea

23. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 23 Disruptive Innovation Unfortunately, disruptive innovation can upend even the most well- conceived incremental strategies.

24. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 24 Disruptive Innovation

25. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 25 Disruptive Innovation Kodak was founded in 1892 by George Eastman Kodak was a leader in the full lifecycle - film, cameras, processing

26. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 26 Disruptive Innovation 1981 Kodak turned over $10 billion & employed 120,000 people 1981 Sony released a camera with a floppy drive capability 1984 Fuji started a film price war with Kodak 1994 Kodak & Apple sold the QuickTake camera 2004 Kodak stopped marketing film cameras 2004 Digital cameras flooded the market and competitors such as Sony, Canon, Nikon etc were better positioned for digital cameras 2005 mobile camera disrupted the camera industry

27. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 27 Disruptive Innovation

28. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 28 Innovation Case Study “Jobs said he actually started work on a tablet first, long before the iPhone. He said he had the idea in the early 2000's for typing on a glass display, and took the idea to people on his team who invented things like inertial scrolling. But the company was working on a phone at the time, so he applied that to the phone, and put the tablet "on the shelf." Once the iPhone business was established, they took the tablet project off the shelf, and that became the iPad.” www.pcmag.com

29. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 29 Innovations of the Future What problem or opportunity in your life would you like to solve?

30. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 30 Innovations of the Future Healthcare Food Air Travel Transport Companies Cloud Computing Driverless Car

31. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 31 Innovations of the Future

32. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 32 Innovations of the Future……2016

33. Business Analysts Pty Ltd © www.busanalysts.com.au - No part of this document to be copied or distributed without permission 33 Summary Strategic Analysis can lead better board and senior management decisions; Strategy planning is a process and is iterative with using business processes; Demand good analysis, metrics and insight.

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