Microsoft Motion workshop

1. Microsoft Motionworkshop

2. Starbucks Industry High Medium Emphasis Low ServiceExpertise Quality Speed Convenience Fashion Selection Ambiance Price Location Starbucks – Reinventing the Coffee Shop

3. Deploying Envisioning Stabilising Planning Developing Microsoft Motion in an IT context Target Fund Develop Operate Motion REJ MSF DSI

4. Advances In Management Tools

5. Analysis: Customer Satisfaction Levels are Static 'So what was the value of ten years of investment in systems and processes?' Jack Calhoun, CEO Accelare

6. $120k 1998 2002 2001 1997 $100k 1995 1999 2000 Value-Add per Employee 1993 (Profit / # of Employees) 1994 $80k 1996 $60k $130k $140k $150k $160k Investment per Employee Gross Value Added Per Employee (Total Assets / # of Employees) Analysis: Productivity Investments Don’t Often Deliver 'You can see the computer age everywhere these days, except in the productivity statistics.' Robert Solow (Nobel laureate in economics), 1999

7. 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% 51% 49% 43% 37% 31% 31% 21% 17% 35 North American financial services firms with annual revenues of $500m. Source: Forrester Research, Inc. 2006 Analysis: IT is a major obstacle to change '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. Business needs Devices External web services Voice Web Svcs Common presentation logic B2B Wireless Email Mail Web Svcs Web Svcs Enterprise Integration Hub Web Svcs Web Svcs Infrastructure services Business services Security Business Rules Process Mgt Workflow Diary Mgr Ops Mgmt Outputs Agent Admin Customer Admin Segmentation Adviser tools Contact Mgt Commission Campaign Mgt Sales Mgt Content Mgt Document Mgt.

11. Defining the business

12. Web services Motion SOA Defining the business 1. Business capabilities are stable 2. Capabilities that don’t add value can be eliminated 3. IT is a powerful agent for transformational change

13. What isMicrosoft Motion?

14. Customer-facing channel partners Customers 1. Develop product or service 2. Generate demand Business partners 5. Collaborate 3. Fulfil demand 4. Plan and manage the business IT providers Financial service providers The basic module map

15. Customer-facing channel partners Customers Business partners 1. Develop product or service 2. Generate demand 5. Collaboration 3. Fulfil Demand 4. Plan and manage the enterprise 3.1 Provide Service 3.3 Procurement 3.3.1 Sourcing and Supplier Contract Management 3.3.2 Purchasing 3.2 Advanced Planning Request Resources Create purchase requisitions 3.4 Produce Product 3.5 Logistics IT providers Financial service providers Module map – business capabilities Level 5 3. Fulfill Demand 3.3 Procurement 3.3.2 Purchasing - Request Resources - Create Purchase Requisitions

16. The module map

17. Anatomy of a capability Start Platform Process People

18. Encapsulating a capability Business architecture

19. How do you use Microsoft Motion?

20. Incremental Change Motion project Problem-Solving Module map Governance and Compliance Automation SOA Corporate strategy BPR 6 Sigma Why start a Motion project? Business Architecture Core vs. Non-core Acquisition Consolidation Sourcing

21. Motion Project – Phase 1 Go/no-go? Check completeness of operational, environmental and financial framing Understand 'as-is' business architecture Deliver final project recommendations Phase 1 Establish project context Generate Level 2+ capability map Document project context & objectives Assess capability performance Gate 1 – Go, or no-go?

22. Motion project – phase 2 Go/no-go? Check completeness of operational, environmental and financial framing Understand 'as-is' business architecture Deliver final project recommendations 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

23. Motion project – phase 3 Go/no-go? Check completeness of operational, environmental and financial framing Understand 'as-is' business architecture Deliver final project recommendations 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

24. Motion project – phase 4 Go/no-go? Check completeness of operational, environmental and financial framing Understand 'as-is' business architecture Deliver final project recommendations 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