斯隆商学院一次沙龙上的企业架构演讲PPT.docx
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斯隆商学院一次沙龙上的企业架构演讲PPT.docx
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斯隆商学院一次沙龙上的企业架构演讲PPT
InnovationValueInstitute–CreatingITEnabledBusinessInnovationEnterpriseArchitectureasStrategyMonday,2July2007TargetOperatingModelsFirm-wideBusinessProcessIntegrationHighCoordination16%offirmsUnification57%offirmsLowDiversification16%offirmsReplication11%offirmsLowDatashowoperatingmodelsreportedbyITexecutivesat70companies.HighBusinessProcessStandardizationCenterforInformationSystemsResearch2007MITSloanCISR–WeillSource:
EnterpriseArchitectureasStrategy:
CreatingaFoundationforBusinessExecution,J.Ross,P.Weill,andD.Robertson,HarvardBusinessSchoolPress,2006.Johnson&Johnson'sMultipleOperatingModels1BusinessProcessIntegrationCoordinationHighUSPharmaceuticalsUnificationMcNeilHealthcareEuropeanConsumerCompaniesJ&JConsumerProductsDiversificationLowJ&JCorporateReplicationEuropeanPharmaceuticalsLowHighBusinessProcessStandardizationCenterforInformationSystemsResearch2007MITSloanCISR–Weill1Source:
Researcherapproximationbasedonhistoricaldata.ProfessorPeterWeillPage6
InnovationValueInstitute–CreatingITEnabledBusinessInnovationEnterpriseArchitectureasStrategyMonday,2July2007DifferentStandardizationRequirementsoftheFourOperatingModelsBusinessProcessIntegrationCoordinationUnificationTechnologyCustomerandProductDataSharedServicesCoreProcessessuchasOperations,CustomerService,Logistics[R&D,Marketing/Sales]TechnologyCustomerandProductData[SharedServices]HighDiversificationReplicationTechnologySharedServicesCoreProcessessuchasOperations,CustomerServices,Logistics[R&D,Marketing/Sales]LowTechnology[SharedServices]LowHighBusinessProcessStandardizationCenterforInformationSystemsResearch2007MITSloanCISR–WeillSource:
EnterpriseArchitectureasStrategy:
CreatingaFoundationforBusinessExecution,J.Ross,P.Weill,andD.Robertson,HarvardBusinessSchoolPress,2006.Toyota'sOperatingModelTransitionsCoordinationBusinessProcessIntegrationUniquebusinessunitswithaneedtoknoweachother's"Required":
transactionsTransparencyforExamples:
MerrillLynch,ToyotaVirtualSupplyandMotorMarketingEurope,MetLifeDemandChainKeyITcapability:
accesstoshareddata,throughstandardtechnologyinterfacesUnificationSinglebusinesswithglobalprocessstandardsandglobaldataaccess"Desirable":
Examples:
StandardizedDeltaAirLines,DowChemical,PepsiAmericasSystemstoReduceCostKeyITcapability:
enterprisesystemsreinforcingstandardprocessesandprovidingglobaldataaccessHighDiversificationIndependentbusinessunitswithdifferentcustomersand1999Position:
expertiseDecentralizedIndependentExamples:
Johnson&Johnson,CountryCarlsonCompanies,GEOperationsKeyITcapability:
provideeconomiesofscalewithoutlimitingindependenceReplicationIndependentbutsimilarbusinessunitsExamples:
Marriott,CEMEX,INGDIRECTKeyITcapability:
providestandardinfrastructureandapplicationcomponentsforglobalefficienciesLowLowCenterforInformationSystemsResearch2007MITSloanCISR–WeillHighSource:
PresentationbyPeterHeinckiens,ChiefArchitect,ToyotaMotorMarketingEuropetoIMDOWPProgram,June30,2005.BusinessProcessStandardizationProfessorPeterWeillPage7
InnovationValueInstitute–CreatingITEnabledBusinessInnovationEnterpriseArchitectureasStrategyMonday,2July2007MetLife'sCoordinationModelApplicationPresentationTierPortal–PresentationIntegrationApplicationBusinessLogicandDataTierSecurity&LicensingRates&EntitlementsCalcsSuitabilityForms&RequirementsCustomerScreenEntry&ValidationMarketingIllustrationsOrderEntryUnderwritingBilling/PaymentACORDXMLACORDJLifeSign-onProducerNavigationSearchSalesOfficeSessionsOperationalDataStoreBusinessRulesIntegrationHubPartyManagementUnderwriterServiceEligibilityUnderwriting&IssueXMACORDLCallCenterClaimsProductAdminServiceProviderPartnerPortalsEventsServiceWorkflowRecordingCenterforInformationSystemsResearch2007MITSloanCISR–WeillSource:
AdaptedfromMetLifedocuments–usedwithpermission.Carlson'sEnterpriseArchitectureCustomerRequirementsBusinessInitiativesTravelManagementLoyaltyHotelDistributionCRMBusinessProcessEnterprisePortalPresentationSecurityApplicationDataTrustCommonInfrastructureMiddlewareDataObjectPlatformNetworkSource:
CarlsonCompanyCenterforInformationSystemsResearch2007MITSloanCISR–WeillITResilienceProfessorPeterWeillPage8
InnovationValueInstitute–CreatingITEnabledBusinessInnovationEnterpriseArchitectureasStrategyMonday,2July2007Delta'sUnificationModelOperationalPipelineAllocateResourcesPrepareforFlightDepartureLoadAircraftFlightDepartureandCloseoutEVENTSDeltaNervousSystemElectronicEventsMonitorFlightFlightArrivalandCloseoutUnloadAircraftClean/ServiceAircraftPagersVoiceVideoGateReadersKiosksHandHeldsBusinessReflexesLocationEquip.FlightScheduleAircraftMaint.EmployeeRelationshipManagementEmployeeCustomerTicketCellPhonesDesktopsLaptopsNineCoreDatabasesPDAsPROFILESkycapScannersReservationSystemsSkylinksSkymilesReservationsTravelAgentTicketCounterCrownRoomBoardingLoyaltyProgramsInflightBaggagePersonalizationDigitalRelationshipsCustomerExperienceCenterforInformationSystemsResearch2007MITSloanCISR–WeillSource:
AdaptedfromDeltaAirLinesdocuments.Usedwithpermission.StagesofArchitectureMaturityLocal/FunctionalOptimization100%36%PercentageofITInvestment25%StrategicImplicationsofITITEfficiencyOperationalEfficiency16%StrategicAgility15%LocalApplicationsEnterpriseSystems21%18%32%34%35%40%35%33%SharedInfrastructure0%11%14%17%18%SharedDataBusinessSilo12100%PercentoffirmsITBudget11StandardizedTechnology4885%OptimizedCore(RationalizedDataorProcessBusinessModularity6120%3475%ITbudgetsfrom103firmsarecorrectedforindustrydifferences.Applicationsilobudgetisthebaseline.Budgetsforotherstagesarerepresentedasapercentageofthebaselinebudget.OnlyfivefirmsinstagefourreportedtheirITbudgetssodataisnotreliable.CenterforInformationSystemsResearch2007MITSloanCISR–WeillSource:
EnterpriseArchitectureasStrategy:
CreatingaFoundationforBusinessExecution,J.Ross,P.Weill,andD.Robertson,HarvardBusinessSchoolPress,2006.ProfessorPeterWeillPage9
InnovationValueInstitute–CreatingITEnabledBusinessInnovationEnterpriseArchitectureasStrategyMonday,2July2007EnterpriseArchitectureBenefitsbyStages54.543.53ITResponsiveness(1RiskManagement(2CIORating2.521.510.50BusinessSilosStandardizedTechnologyOptimizedCoreBusinessModularityManagerialSatisfaction(3StrategicBusinessImpacts(4ArchitectureStageCenterforInformationSystemsResearch2007MITSloanCISR–Weill(1Developmenttime.(2Businessrisk,securitybreachesanddisastertolerance.(3Seniormanagementandbusinessunitmanagementsatisfaction.(4Operationalexcellence,customerintimacy,productleadershipandstrategicagility.Source:
EnterpriseArchitectureasStrategy:
CreatingaFoundationforBusinessExecution,J.Ross,P.Weill,andD.Robertson,HarvardBusinessSchoolPress,2006.…buttherearetradeoffsinflexibilityArchitectureMaturityBusinessSilosHighflexibilityStandardizedTechnologyOptimizedCoreBusinessModularityGlobalflexibilityLocalflexibilityLowflexibilityCenterforInformationSystemsResearch2007MITSloanCISR–WeillSource:
EnterpriseArchitectureasStrategy:
CreatingaFoundationforBusinessExecution,J.Ross,P.Weill,andD.Robertson,HarvardBusinessSchoolPress,2006.ProfessorPeterWeillPage10
InnovationValueInstitute–CreatingITEnabledBusinessInnovationEnterpriseArchitectureasStrategyMonday,2July2007INGDIRECT:
BusinessEfficiencyAgilityINGDIRECT,asubsidiaryoftheDutchfinancialservicesgiant,ING,wasfoundedin1997asatelephonebankinCanada.Secondfastestgrowingcompanyinhistory,INGDIRECTisadirect-tocustomeroperation,offeringsimplebankingproductsto13millioncustomersof9countrybankorganizations.The#1directbank(intermsofretailfundsentrustedineveryoneofthe9countriesinwhichitoperates.EachofINGDIRECT'scountry-basedbusinessesoperatesautonomously,buttheyshareacommonsetofstandardizedtechnicalinfrastructurecomponents,aswellasasetofstandardizedbusinessservicegroupings(e.g.,customerrelationshipservices,commonbusinessservices,channelaccessservices.Standardizedserviceshasreducedoperationalcoststoonly0.43%ofassets,ascomparedto2.5%foratypicalfull-servicebank.Businessefficiencyagilityallowsthecompanytoofferhighersavingsratesandlower-costloansthanotherbanks.CenterforInformationSystemsResearch2007MITSloanCISR–WeillSource:
D.Robertson,"INGDirect:
TheITChallenge(Aand(B,"workingpaper,IMD,2003andJ.Ross,P.Weill,andD.Robertson,EnterpriseArchitectureasStrategy:
CreatingaFoundationforBusinessExecution,HBSPublishing,2006.INGDirect–aModularBusinessModelExternalServicesProspectFulfillmentStatementFulfillmentPaymentsChecksReportsLocal/HQ/TaxCustomerRelationshipServicesCIFContactHistoryCRMProductInfoCoreBankingServicesMutualBrokerageFundsBankingEngineCreditScoreCommonBusinessServicesTransactionsCustomersProductsServicesChannelServicesIVR/CTIserverImagingserverCustomerContact:
CallCenter,IVR,E-mail,DirectmailE-mailserverWebserverGatewayserverSelf-Service:
Internet,MinTel,ATM,WAP,(WebTV
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