5 insights for

executives

Translate strategy into execution

Use business architecture to drive agile business transformation

Of special interest to
Chief executive officer
Chief information officer
Chief operations officer
Our ever-changing and increasingly complex business environment rewards companies that customers expectations grow as new consumer technologies emerge and the digital capabilities of
can effectively address new challenges and opportunities. However, aligning the organization competitors and partners alike progress. We must therefore engage in a continuous effort to offer
behind a single, agreed-upon plan for change remains an elusive goal. Indeed, one of the top new and innovative digital capabilities to our end customers. Given these demands, we started
10 opportunities identified by CEOs in EYs 2013 Business Pulse report concerned improving investing in enterprise architecture, and particularly business architecture, four years ago.
execution of strategy across business functions, in addition to Innovation in products, services
Business architecture provides a set of techniques to actively manage the business so that it can
and operations. Both featured prominently in the report and are expected to remain on the list for
take full advantage of opportunities afforded by new technologies, partnerships, regulatory change
some time to come.
or other market factors. By providing transparency across traditionally siloed and opaque business
Jacob Sims, Head of Technology & Architecture at Cathay Pacific, says: Our industry suffers assets, COOs, CFOs and CIOs can drive performance improvement across business functions,
from dramatic swings of fortune that are dictated by macroeconomic events outside of the optimize the use of business resources and focus attention where it is most needed. Additionally,
control of any one company. As a result all players in the industry are under constant pressure the strategic perspective offered by business architecture allows organizations to more effectively
to control costs while delivering safe, consistent and reliable services. At the same time, our exploit technology and overcome historical IT constraints on business agility.

2 | 5: insights for executives

Whats the issue?
The business world is getting more complex, integrated and volatile. Businesses Pressure mounts. Behaviors change. A divergence
that embrace change can obtain significant competitive advantage by being first
to market while maintaining cost-efficient and sustainable operations. Yet, to of purpose emerges across the organization that
thrive in this environment, businesses must be able to identify the right strategic ultimately leads to siloed, contradictory, redundant and
direction, prepare a sustainable response, and execute in an integrated fashion stagnant operations. At the same time, a clear sense of
across the organization.
purpose and vision diminishes across organizational and
Such an approach is necessary given the way that different strategic drivers
result in conflicting demands on the organization, in both the public and private
geographic boundaries.
sector. Executives need to keep up with the accelerating rate of change, yet many
challenges in their organization need immediate attention and cannot be deferred.

5: insights for executives | 3

 Why now?
The advent of digital technology is fundamentally shifting the way that To fully understand and execute strategies within this
organizations approach strategic transformation. As the majority of change
initiatives become technology-enabled or technology-driven, change activity context, organizations need to evaluate opportunities for
today is more technically involved and more integrated, and it is taking place at a change from a number of perspectives.
faster pace than ever before:
Digital customer-facing capabilities are providing direct, external access to
o`Ylmk]\lgZ]ZY[c%g^[]kqkl]ekYf\hjg[]kk]k& They must quickly explore benefits and impacts to determine which parts of the
organization need to collaborate to realize a particular outcome. Change can come
Cloud technologies have created an environment where new solutions can be only when organizations align the people responsible for the various aspects of the
delivered in weeks rather than months or years. organization so that they can make the right corporate choices together. Business
Integrated information has become central to making operational decisions and architecture provides the approach to achieving this balance.
providing good customer service more effectively.
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afl]_jYl]\Yf\YmlgeYl]\]p][mlagfg^fYf[]Yf\kmhhdq[`Yafhjg[]kk]k&

How does it affect you?

Without the tools and techniques to align disparate change activities to an
integrated strategic end-state, organizations lose their ability to effectively
execute new strategies. They end up making investments in misaligned solutions
that do not realize the expected business benefits, generating additional business
complexity and risk.

4 | 5: insights for executives

 Whats the fix?
If you dont know where you are, its very difficult to plot a way forward. When Business architecture offers organizations a set of tools and techniques to
you have agreed on a model that represents your business, only then can you describe the way that external factors and strategic objectives impact their
design a target and move forward. This is why our transformation programs business. It provides a clear picture of what is and what could be that
are driven by business architecture, says Nancy Atwell, Vice President for organizations can then use to evaluate strategic options and to agree on the
Multifamily Initiatives at Fannie Mae. direction for change.
To understand the business model and construct current and desired operating Organizations need to develop new approaches to culture, governance and
models, organizations should consider using a reference model to identify strategy execution:
areas of opportunity and focus. Organizations can use a reference model,
similar to the one below, to generate highly agile digital business models to
drive transformation.
1. Culture
Companies need to develop a culture and mind-set to address strategic issues
across the organization, rather than within individual units and silos. Every day
organizations should meet challenges with the specific intent that any activity, no
Business model matter the size, can be traced clearly back to business imperatives and an agreed-
upon target state. It requires managers and staff alike to reconsider their roles in
Environment the organization, and to rethink how they contribute to the overall objectives of
that organization.
Market context Competitors Customers Strategy

Value proposition Operating model Risk

2. Governance
Organizations need to place greater emphasis on governing how to achieve
strategic objectives in addition to what to achieve. In an integrated organization
Product Financial it is no longer sufficient to cascade a set of performance targets with local
Value chain Capabilities Governance accountability for delivery. Strategic objectives have many cross-organizational
Service Operational dependencies that require much closer collaboration on execution and a deeper
understanding of the shared outcome to be achieved. Corporate governance
Brand Strategic needs to acknowledge this shift and incorporate new techniques accordingly.
Partners and

3.
Finance Assets
ecosystem
Shareholder value Controls Strategy execution
In a world where strategic priorities are constantly changing, the business must
construct and maintain visibility of the current and desired states of the operating
Compliance
model. These views allow the impact of changes to be quickly assessed, allowing
Commercial Quality Legal and regulatory Safety Social responsibility decision makers to evaluate options and prioritize investment opportunities.

Source: World-Class EA: Business Reference Model, The Open Group,

https://www2.opengroup.org/ogsys/catalog/W146, May 2014.

5: insights for executives | 5

 Whats the bottom line?
Organizations that succeed in the digital world will Specifically, business architecture can help companies to:

be relentlessly focused on exploiting new market Translate strategy into execution by describing how strategy will impact the
business in a way that can be understood by a broad audience
opportunities while maintaining efficient and sustainable
Enable transparency options, impacts and change initiatives to provide senior
core operations.
stakeholders with the information needed for decision-making
Formalize collaboration across the organization to better understand and
Within this environment of constant, technology-enabled change, business manage opportunities, dependencies and risk
architecture provides the tools to optimize and align change investments for the Quickly respond to new opportunities and challenges, and maximize leverage
good of the entire organization, rather than specific units or silos. of available assets and resources

6 | 5: insights for executives

 Want to
learn more?
The answers in
this issue are
supplied by:

Mick Adams Peter Haviland

IT Transformation, Chief Architect,
EMEIA Advisory Centre Business Architecture, Advisory
Ernst & Young LLP (UK) Ernst & Young GmbH
+44 791 721 2232 +49 160 939 22968
[email protected] [email protected]

Martin Keywood Don Clasen

Partner, IT Advisory Technology Enablement,
Ernst & Young LLP Business Architecture
+61 9248 5032 Ernst & Young LLP
[email protected] +1 410 783 3802
[email protected]

For related thought leadership, visit ey.com/5.

5: insights for executives | 7

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