Business IT Alignment The 2 nd Session - What is Business - What is IT - What Is strategy - What is Alignment

1. Business IT AlignmentThe 2nd Session - What is Business - What is IT- What Is strategy - What is Alignment September 5th , 2012

2. Åh Gud … hjælp mig med at forstå den der alignment-ting

5. Supply – Demand – Products – Customer Relations – Benefit Logical Inventory • IT Management Integration Implement Evaluate • Strategize • Report Business Architecture BusinessStrategy Business Management BusinessITAlignment IT Governance and Planning IT Management IT Strategy IT Architecture

6. Agenda for the second class strategy and Business Architecture Why . . . How . . . • Examples of strategy • The context(s) of the strategy • Business architecture • Models • Discussions • How you think about strategy … defines, what strategies you develop. • How you think about the Businesss … determines your (mis)understanding of the Business SOA Blueprint 2.1 (SOA2.1) IT Unit of the future • Group Presentations • What is strategy … and what not • What is a Business • What is the relation • Books • Articles What . . . What else . . .

7. Strategy is everything . . . In 1805, England had a problem. Napoléon had conquered big chunks of Europe and planned the invasion of England. But to cross the Channel, Napoléon needed to wrest control of the sea away from the English. Off the southwest coast of Spain, the French and Spanish combined fleet of thirty-three ships met the smaller British fleet of twenty-seven ships. The well-developed tactics of the day were for the two opposing fleets to each stay in line, firing broadsides at each other. But British admiral Lord Nelson had a strategic insight. He broke the British fleet into two columns and drove them at the Franco-Spanish fleet, hitting their line perpendicularly. The lead British ships took a great risk, but Nelson judged that the less-trained Franco-Spanish gunners would not be able to compensate for the heavy swell that day. At the end of the Battle of Trafalgar, the French and Spanish lost twenty-two ships, two-thirds of their fleet. The British lost none. Nelson was mortally wounded, becoming, in death, Britain’s greatest naval hero. Britain’s naval dominance was ensured and remained unsurpassed for a century and a half. Nelson’s challenge was that he was outnumbered. His strategy was to risk his lead ships in order to break the coherence of his enemy’s fleet. With coherence lost, he judged, the more experienced English captains would come out on top in the ensuing melee. Good strategy almost always looks this simple and obvious and does not take a thick deck of PowerPoint slide to explain.

8. What is this strategy thingy • The word Strategy derives from the Greek word stratēgos, which derives from two words: • stratos(army) and • ago (ancient Greek for leading). • Stratēgos referred to a „military commander‟ during the age of Athenian Democracy

9. What is this strategy thingy • Strategy is profoundly different from tactics. In military terms, • tactics is concerned with the conduct of an engagement while • strategy is concerned with how different engagements are linked. • In other words, how a battle is fought is a matter of tactics: whether it should be fought at all is a matter of strategy

13. What is the battle • In other words, how a battle is fought is a matter of tactics: whether it should be fought at all is a matter of strategy So … what is the Battlein the Business Competition Positioning

14. Sources of competetiveness Two complementary aspects of competition and positioning Internal External Quality of (Inter)National Business Environment Company Operations and Strategy

15. The Fundamentals of Competitive Strategy • The central goal of any company must be: superior long-term return on investment • Strategic analysis must begin with the industry, not the company • Company economic performance results from two distinct causes: • Rules of Competition • Sources of Competitive Advantage Sources of Competitive Advantage Rules of Competition Industry Structure Relative Position (within the industry)

16. Rules of Competition Sources of Competitive Advantage Rules of Competition Industry Structure Relative Position (within the industry) Industry Structure

17. Sources of Competition • The sources can be divided into two dimensions: • Existing soruces: • Suppliers • Customers • Emerging Sources: • New Entrants to the market • Substitute Products & Services Threat of New Entrants Bargaining Power of Suppliers Bargaining Power of Buyers Threat of Substitute Products and Services:

18. The Five Forces • Threat of New Entrants: • The existence of barriers to entry • Brand equity • Switching costs • Capital requirements • Access to distribution • Absolute cost advantages • Learning curve advantages • Expected retaliation • Government policies When the rate of change outside exceeds the rate of change inside – the end is … in sight. • Bargaining Power of Buyers: • Buyer concentration to firm concentration ratio • Bargaining leverage • Buyer volume • Buyer switching costs relative to firm switching costs • Buyer information availability • Ability to backward integrate • Availability of existing substitute products • Buyer price sensitivity • Price of total purchase • Bargaining Power of Suppliers • Supplier switching costs relative to firm switching costs • Degree of differentiation of inputs • Presence of substitute inputs • Supplier concentration to firm concentration ratio • Threat of forward integration by suppliers relative to the threat of backward integration by firms • Cost of inputs relative to selling price of the product • Importance of volume to supplier • Rivalry Among Existing Competitors: • Number of competitors • Rate of industry growth • Intermittent industry overcapacity • Exit barriers • Diversity of competitors • Informational complexity and asymmetry • Fixed cost allocation per value added • Threat of Substitute Products and Services: • Buyer propensity to substitute • Relative price performance of substitutes • Buyer switching costs • Perceived level of product differentiation

19. Examples . . . The five forces for the portals • Threat of New Entrants: • Vertical portals • The customer goes direct to the information source • The customer builds his/her own portal with software tools Example: The Five Forces in the early days of the portal business • Bargaining Power of Buyers: • Low and falling switching costs for users • Users rapidly becoming more sophisticated • Advertisers still learning how to use sites, but their power will grow • E-commerce partners will be able to by-pass sites and fees should fall • Bargaining Power of Suppliers • “Free” or low cost inputs available, especially from technology, information or product suppliers keen to get exposure on web • HOWEVER • Providers of unique content retain a powerful position • Most suppliers will have growing ability to by-pass portals over time • Qualified labour is scarce, e.g. in locations like Silicon Valley • Rivalry Among Existing Competitors: • Vigorous rivalry • Instantaneous imitation • Big players entering market intent on catching up • Threat of Substitute Products and Services: • Low barriers to entry, especially to focusers • BUT • Difficult to establish a substantial presence

20. Sources of Competitive Advantage Sources of Competitive Advantage Rules of Competition Industry Structure Relative Position (within the industry) Relative Positioning

21. Determinants of Relative Performance Types of Competetive Adavantage Lower Cost Differentiation (Non-Price Value) Differentiation Lower Cost Creating a unique and sustainable competitive position OperationalEffectiveness Strategic Positioning Assimilating, attaining, and extending best practice

22. What is Strategy … what is NOT What is Strategy What is NOT Strategy • Unique position • Tailored activities • Activities fit together in an integrated system • Clear trade-offs • Continuity of position but consistent improvement • Best practice improvement • Learning • Agility • Flexibility • Restructuring • Mergers/ Consolidation • Alliances/Partnering

23. Any Strategy has its clear trade-offs

24. External Demands Strategic Direction The Market Promise Customer Value Market Promise Key Characteristics Feelings Emotions Benefits Business Strategy ... and then what .... Business Strategy Create Eliminate Increase Decrease

25. The objectives of an(y IT) strategy

26. Primary management practices for STRATEGY • Whatever your strategy, whether it is Low Pricesor Innovative Products, it will work if it is • sharply defined, • clearly communicated, and • well understood by employees, customers, partners, and investors. • Build a strategy around a clear Value Propositionfor the Customer. • Develop strategy from the outside in, based on what your customers, partners, and investors have to say –and how they behave –not on gut feel or instinct. • Continually fine-tune your strategy based on changes in the marketplace –for example, a new technology, a social trend, a government regulation, or a competitor's breakaway product. • Clearly communicate your strategy within the organization and to customers and other external stakeholders. • Keep focused. Grow your core business, and beware the unfamiliar.

27. Context of Strategy . . . - A swift review The role of strategy in the big picutre

28. Mission Vision Business Strategy Business Models Business Processes Organization Management & Governance Conceptual

29. Strategy Canvas for Corporate Foreign Exchange

30. What is Business Architecture? Siamak Amjadi February 2012

31. What is BU$IN€$$ all about?

32. How to respond … using one model?

33. A model? So simple? Business Architecture is A Model

34. How Simple? A Model is a simplification

35. World … a map of the world … a model

36. The Context decides the level of simplification

37. Mission Vision Business Strategy Business Models Business Processes Organization Management & Governance Conceptual Business Architecture

38. The Vision

39. Vision . . . .

40. Mission Vision External Demands Strategic Direction The Market Promise Customer Value BusinessStrategy Supply Supply Supply Value Proposition Value Proposition Value Proposition Value Proposition Value Proposition Value Proposition Demand Demand Demand Cost Cost Cost Income Income Income Profit Profit Profit Profit Profit Profit Business Models Business Processes Organization Management & Governance Business Architecture spans the whole business Business Strategy Customer Q2 Business Models D P Q1 Q3 Business Processes getCustomer Customer Mgmt C A Management IT Organisation Q4 Network Skills &Competencies Goals &Metrics BusinessPlanning Performancemanagement Organisation Services Solutions Information

41. External Demands Strategic Direction The Market Promise Customer Value Market Promise Key Characteristics Feelings Emotions Benefits Q4 Supply Supply Supply Offerings Offerings Offerings Value Proposition Value Proposition Value Proposition Demand Demand Demand Q3 Q1 BC Q2 Cost Cost Cost Income Income Income Profit Profit Profit Profit Profit Profit Plan Do Act Check Network Skills &Competencies Goals &Metrics BusinessPlanning Performancemanagement Organisation Business Architecture spans the whole business Business Strategy Business Models Business Processes Management Organisation

42. The Strategy

43. Strategy Canvas … Value Curves • Strategy canvas achieves 3 main objectives: • First, it displays the present and tries to predict future factors that affect competition in an industry thereby showing the industry’s strategic profile. • Second, it presents the strategic factors that are present and that potential competitors invest in, thus giving their strategic profile. • And finally, it illustrates the company’s strategic profile (also known as the Value Curve) by showing which factors of competition the company invests in currently and possibly in the future. • This value curve is the basic component of the strategy canvas. Market Promise Key Characteristics Feelings Emotions Benefits The Strategy Canvas and the Value Curves Strategy • Price • Openning hours • Expertice and product knowledge • Transparency of products and services • Personlised Services • Friendly service • Risk Management consultancy • Corporate dealers • Speed • Flexible payment terms • Relationship management • Ease of use • Responsiveness • Knowledge

44. The Five Forces • The forces can be divided into two dimensions: • Existing soruces: • Suppliers • Customers • Emerging Sources: • New Entrants to the market • Substitute Products & Services Threat of New Entrants Bargaining Power of Suppliers Bargaining Power of Buyers Emerging factors & their impact . . . . Existing Players & their impact . . . Threat of Substitute Products and Services:

45. Business Architecture spans the whole business External Demands Strategic Direction The Market Promise Customer Value What is Strategy Market Promise Strategy is profoundly different from tactics. In military terms, tactics is concerned with the conduct of an engagement while strategy is concerned with how different engagements are linked. In other words, how a battle is fought is a matter of tactics: whether it should be fought at all is a matter of strategy Key Characteristics Feelings Emotions Benefits Focus A Compelling Tag Line Divergence Nordea 975 368 168 159 81 345 Business Strategy A good Strategy has three aspects, and it is all about positioning and positioning ... A good Strategy has three aspects, and it is all about positioning and positioning ...

46. Finding the Competetive Position Positioningoptions arise from setting limits in three areas that are not mutually exclusive Variety Based Needs Based Access Based To limit the varieties of the products which are offered: Tailor activities to deliver particular varieties, features, or services across customer groups (meet a subset of their needs) Example: iPhone • To limit the customers servedbased on needs: • Tailor activities to meet the particular needs of a distinct customer group/purchase occasion • Example: IKEA • To limit the customers servedbased on means to serve • Tailor activities to reach differently accessible customers with similar needs • Example: Amazon • It is difficult, if not impossible, to produce all varieties, serve all customer groups, and deliver all types of value equally well • “Positioning” without significant differences in activities is rarely meaningful

47. The neighborhood rental car business

48. Positioning and Activities • Temporary replacement cars or extra cars in the customer’s home city • Ubiquitous, small, inexpensive offices, including on-premises offices at major accounts • Open during normal business • Delivers cars to customers’ homes or rental sites, or customers to cars • Prices 30 percent below airport rates • Acquires new and older cars, favoring soon-to-be discontinued older models • Keeps cars six months longer than major rivals • In-house reservations system • Grassroots marketing with limited television • Cultivates strong relationships with auto dealerships, body shops, and insurance adjusters • Hires extroverted college graduates to encourage community interaction and customer service Set of Activities

49. FedEx . . . Guaranteed overnight delivery • “Absolutely, Positively Overnight” 1978–1983 • “It’s not Just a Package, It’s Your Business” 1987–1988 • “Our Most Important Package is Yours” 1991–1994 • “Absolutely, Positively Anytime” 1995 • “The Way the World Works,” 1996–1998 • “Be Absolutely Sure,” 1998–2000 • “This is a Job for FedEx,” 2001–2002 • “Don’t worry, there’s a FedEx for that,” 2002–2003 • “Relax, it’s FedEx,” 2004–2008 • "We Understand," 2009–present • "WeLiveToDeliver" 2009–present Frederik Smith A Compelling Tag Line

50. Business Architecture spans the whole business Market Promise Market Promise For Life Key Characteristics Key Characteristics Security Feelings Emotions Feelings Emotions Premium Benefits Benefits A car for every phase of life Cash Management Value Proposition • The customer value proposition focuses on both emotional and functional benefits • Emotional benefits are the intangible elements of the proposition and delivery that influences how the customer feels about the organization (e.g. reliable, professional and secure) • Functional benefits are tangible elements or observable outcomes that the customer perceive of the customer value proposition Business Strategy