ABM Case Study – Change Management Approach
Dec19

ABM Case Study – Change Management Approach

During the Situation Analysis phase of the ABM Health Check Engagement Simulation, the Change Management team focused on developing a good understanding of the human capital and change related concerns.  Out of the 51 clarified concerns related to the ABM case study, 23 concerns were People related including retention, high employee dissatisfaction, poor communications, unstructured performance management processes and almost non-existent employee development and succession planning practices.  The 23 concerns were classified by seriousness, urgency, and growth and the top concerns were identified and prioritized. Due to the high number of concerns and the limited resources that ABM would have to address all the concerns at once, the Change Management team decided to take a more holistic approach to the analysis and step back to build an overall current state picture of the organization before diving into making any  recommendations or developing the roadmap.  The method that the Change Management team will be using for this holistic approach is the “Competing Values Framework” developed by Kim S. Cameron and Robert E. Quinn.  This framework focuses on “Culture” and provides a very good tool to help organizations analyze their current culture type and define the desired culture that will work for them to turn around their organization and achieve success. According to the Competing Values Framework, there are four major culture types: Hierarchy, Market, Clan, and Adhocracy.  The more an organization’s dominant culture matches with its leadership styles, management roles, human capital practices, and quality management strategies the more effective and successful the organization is.  The other finding of Cameron’s and Quinn’s research is that organizations tend to go through cultural changes as they grow and mature.  To the extent that an organization can define its desired future culture, this change can be more methodical and organized as opposed to what ABM is currently experiencing. In order to develop a roadmap and a set of recommendations for ABM, the Change Management team will start with a cultural analysis using the “Organizational Cultural Assessment Instrument” developed as part of the Competing Values Framework.  This assessment will be completed by ABM’s board of directors and will define each board member’s perspective on the current culture and desired culture for ABM.  Taking into consideration the agreed upon desired culture, the Change Management team will then work through the top concerns and develop a roadmap that addresses these concerns in a way that allows ABM to reach their desired culture.  The output of the cultural assessment can also be used by members of the SEAS’ Consulting Team in the Strategy & Innovation stream and the Enterprise Architecture...

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LEGO, an Enterprise Architecture Perspective
Dec17

LEGO, an Enterprise Architecture Perspective

LEGO is a well-known brand around the globe for making creative and innovative toys. It all started in 1930’s when a young Danish carpenter, Ole Kirk Kristiansen,  had a eureka moment of his life and he came with the idea of toys which changed the history of the toy industry. The idea was to empower children to use their creative imagination and build toys by themselves. And from this idea he introduced the concept of using plastic bricks, which can be used to build any structure children want to. The whole idea was based on six simple values: Imagination Creativity Fun Learning Care Quality The concept of using plastic bricks to create something new every time, unleash the opportunities to create a whole new world. And due to this simple idea, LEGO became one of the world’s top toy company. The main creativity behind Ole’s invention was reusability of bricks and create new structures  This element of reusability was success due to best quality of plastic bricks created and that’s how any structure built on them stayed glued together. In Enterprise Architect, artifacts are the bricks of your EA program. These artifacts should be built on the Ole’s six value points and should be reusable over and over again to build the architecture of your business for future sustainability. The main purpose of EA artifacts is to combine them together to create value for the organization, enhance its efficiency, innovate its operations and build creativity in the overall structure of an organization. Many EA programs have wide range of artifacts delivery on hand but most of the times, they forget the element of reusability of such artifacts. This is a common dilemma for many EA teams and main design problem of the overall EA program. When the artifacts are delivered, organization finds inconsistency between the artifacts, they are not compatible with each other, organization can’t integrate them, can’t make anything new out of them and at the end, these artifacts become shelf product with no tangible value for business. This is how EA programs fail and this is how huge investments goes wasted.   What and How reusability of EA Artifacts: Interfaces, communication infrastructure, and synchronization mechanisms are very typical elements of architectures that are reused when the focus has been on asset reuse. The rationale for architecture reuse follows the typical rationale for asset reuse: e.g. improved quality based on proven performance, improved time to market, reduced development cost or protection of past investments, reduced operational costs, risk reduction, branding, and competence sharing. The common principal to have a reusable artifact is to create it to enough detailed...

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ABM Case Study – Strategy Approach Update
Dec13

ABM Case Study – Strategy Approach Update

While developing the strategy of any enterprise, the current-state analysis is one of the key inputs to determine where the enterprise stands. The strategy formulation begins with strategic intelligence gathering and analysis of markets, competitors, technology, and past performance. This provides an information base for strategic decision-making, a common vision for the future, and a profile of the environment in which strategic decisions are made. Typically, the PESTLE and SWOT techniques are used to identify the external and internal issues, challenges and opportunities for an organization. For the ABM Case Study, the Kepner-Tregoe’s Situation Analysis method was used to identify and analyze the issues the organization has been encountering over the years. The Situation Analysis helped the team clarifying the concerns and identifying the actions required along with the seriousness and urgency of the identified concerns. The team initially categorized the next best actions under the headings of strategy & innovation, business, process and people. However, it was soon realized that a strategy layer needs to be built between ABM concerns and the next best action as no measurement criteria was built to determine the success of the next best actions. The absence of a formal ABM strategy was also highlighted in the Situation Analysis. The team agreed to use the Balanced Scorecard Approach to derive the enterprise objectives from the concerns and challenges identified during the Situation Analysis. The Balanced Scorecard Approach can be leveraged for strategy cascading by using top-down approach. At the same time, the same approach is used for the strategy implementation by adopting bottom-up implementation. The bottom-up approach is more about showing the cause-and-effect relationship among all the four perspectives (resources, processes, customer & financial) of Balanced Scorecard. The Situation Analysis indicates that the root cause of the ABM problems more about resources. This includes, low employee motivations & satisfaction resulting in key executives leaving the organization, unavailability of core decision support and report capabilities and learning & growth opportunities. Once the organization makes gains in these areas it will improve the internal operations including the innovation management, change & communication management, capacity planning and customer management etc. The capabilities enhancement in the resource and process areas will have direct and positive impact on the customers (image, satisfaction, loyalty) that will result in financial stability and growth. The team will continue finalizing the organizational objectives, KPIs, critical success factors and initiatives for short, medium and long...

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ABM Case Study Enterprise Architecture Stream
Dec11

ABM Case Study Enterprise Architecture Stream

SEAS consulting team has completed  Situation Analysis (SA) with 51 clarified concerns related to ABM case study. The teams has identified multiple problems in the current ABM business which are related to people, process, information and technology areas. An Enterprise Architecture stream has been setup to take responsibility for  further in depth analysis from EA perspective and in this regard EA stream has selected TOGAF  9.1 as a framework to develop architectural artifacts. The issues faced by ABM currently are mostly related to the overall operating mechanism, structure of the organization and IT automation of the business. Following are the problems explained in details from EA perspective: ABM Operating Mechanism: ABM has some major issues related to business processes being followed by its departments. In many departments processes are executed on an ad-hoc basis, this is due to the fact that none of the processes have been documented and no availability of Standard Operating Procedures SOP for any department. For architects, this element is one of the major issues due to which ABM is not able to sustain its operation and is the main cause of disconnect between different business functions. Organization Structure: Even though ABM organization structure has the core departments to run the business but these departments are also performing support functions as well. Functions like Project Management, Demand Management, Innovation Management e.t.c ideally should be separate departments to provide support related inputs functions mentioned. Architects believe that the current organization structure needs revamp by introducing new business units to increase the overall efficiency ABM operation. IT Automation: Another area of high concern for architects is the use of technology to support business functions. After having a session with the board, it was highlighted that ABM is mostly using excel sheets to support their activities such as , sales forecasting ,production schedules, customer management and product cataloguing. On the other hand there is only one known IT system being used by Finance and that is Oracle Financials. From EA perspective, IT is core enabler for business’s smooth and sustainable operation. In the light of above issues , it is understood that the reason of not having crucial information available to the right stakeholder is due to the lack of business process automation and for the automation, business processes have to be documented and owned by the rightful owner. The approach which EA stream has defined , utilizes the TOGAF 9.1 Architecture Development Method ADM. There are multiple artifacts which are required to ensure a proper development of the architecture but for the problem on hand, EA stream has identified list of artifacts from ADM and will be...

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ABM Case Study Situational Analysis Update
Dec09

ABM Case Study Situational Analysis Update

The SEAS’ Consulting team participating in the ABM Health Check Engagement Simulation completed its Situation Analysis phase.  The team worked diligently across the three streams of Strategy & Innovation, Enterprise Architecture, and Change Management to examine, analyze, collate, and document its findings. The team used Kepner-Tregoe’s Situation Analysis (SA) method to complete the analysis of all issues and enumerated 53 major issues which translated into 73 clarified concerns.  The 73 concerns were further rationalized (eliminating redundancies and consolidating issues with single action to resolve) into 51 specific and prioritized concerns classified by priority, importance, & growth.  Each of the individual streams: Innovation & Strategy, Enterprise Architecture, and Change Management were pegged against these 51 concerns specifying which stream, or practice, leads the resolution of the concern and which streams, or practices, receive the analysis to complete its downstream work. As an example, one of the 51 specific concerns was: “Production Schedules/Forecasts are not used during sales cycle for new commitments.” This concern was prioritized as Seriousness (H), Urgency (H), Growth Trend (Increasing).  It was then assigned to  Business Architecture (EA) to lead its resolution.  The output of this effort will feed the Change Management team to work on the People aspect of resolving this concern such as Training & Communication.  Finally Technology Architecture (EA) will be the recipient of the output from Business Architecture & Change Management team to define the target Architecture for addressing this concern. In the coming few weeks the three streams will complete their analysis of the top concerns and develop the associated roadmaps.  Once that phase completes the consulting team will work on consolidating the deliverables into one body of work that rationalizes the analysis and proposes one roadmap as an output of the Health Check engagement. The consulting team will be posting their individual updates in the coming week to share with the society their findings and experience thus far with the case study. Stay tuned for progress as we continue our journey in solving ABM’s Business...

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