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RSG Sri Lanka Presentation - Ravindra Perera- Public Version.pdf

  1. Telling A Transformational Story worth Listening to Ravindra Perera | Principal Business Architect
  2. Be a great storyteller who can paint a picture in your client’s mind… • Technology is all 1s and 0s. • Any transformation should be led with People • Technology can and will enable the transformation • To be a TRUE transformation – Lead with People and Technology will enable the Transformation “Enabled Technology with Disabled people or Disabled technology with Enabled People Cannot make a true transformation Happen.” ~ Ravindra Perera ~
  3. Transformation… ▪ gain efficiencies ▪ ▪ ▪ ▪ Supply Demand
  4. Transformation starts with Painting a vivid picture, w/o using colors Digital Transformation Process Streamlining Process Automation Kaikaku (Radical Change) Kaizen (Incremental Change) System Modernization Reimagine / Co- creation Re-Engineer/ Customer UX Enhancement Paradigm Shift Customer Experience [CX] Customer Expectation Customer Response Business Radiation Customer Business Transformation Why we do what we do? Legacy Simplification
  5. What can make a true Digital Transformation Possible Focus on a Digital First Culture – Cross/Upskill of Internal Resources Bringing Insights out of Data – How can Data be an asset rather than being a compliance obligation Customer Centricity & Design Thinking – Seeing from a Customers angle (CJM) , Design Thinking S M A C – Social Mobile Analytics Cloud computing Real Time Customer Interaction Enablement Ability to Implement once and harvest across the enterprise Process Mining| KAIZEN – Continuous Improvement | KAIKAKU – Radical redesign Transformation is NOT measured by the Technologies that are used, but by the IMPACT it creates for the organization
  6. Process Mining with a sample Platform Pega Process Mining Capability (prior Ever Flow Application acquired by Pega in May 2022) Tools - Process Mining Software Comparison (processmining-
  7. True Transformation Requires… Transformation Culture Digital Literacy AI / ML / IoT and Tech trends Agile Work Leadership & Empowering ground level Succession Planning Enterprise Architecture Success Stories : US Bank EA Transformation
  8. Who is your Customer in a Transformation Effort? VOC VOB VOP VOE “Are Employees treated as 2nd class Customers” ~ Ravindra Perera ~
  9. Customer View (Operations Model) Executive View (Capability Model) Channels of Interaction Processes People & Roles Applications Data Products/ Service Must Need Good Nice have have have have Operations Model vs Capability Model
  10. Business Architecture Application Architecture Data Architecture Technology Architecture Customer Service Customer Facing processes Roles & Responsivities Multi channel Customer Communication Customer Feedback Internal Application Omni Channel Internal Communication Compliance / Audit Data → Information → Insights Networking Infrastructure On Premise Cloud Hybrid (On Prem & Cloud) External Environment Legal Contractual Obligations Security & Compliance Contractual Obligations Customers Partners suppliers Corporate Vision Business Technology Processing Processing More on EA? Watch Dr. Raj Ramesh’s YouTube channel
  11. • Ref: IaaS vs PaaS vs SaaS. When your ecommerce business grows | by Black_Raven (James Ng) | The Startup | Medium What is Cloud Computing (
  12. Typical Landscape of an Enterprise * Different technologies * From Different Eras * Having different integration standards * Maintained by different Vendor partners wanting them to stay on Ref: (1) TOGAF 9.2 Foundation Training: Overview of TOGAF Enterprise Architecture (Session 1 Part 1) - YouTube
  13. Ref: (1) TOGAF 9.2 Foundation Training: Overview of TOGAF Enterprise Architecture (Session 1 Part 1) - YouTube
  14. Major considerations for EA • Technology Agnostic: Should not be technology Dependent • Vendor Agnostic : Should not be vendor dependent which will enable the vendor to lock in the Client • EA is at a corporate level – Think Corporate capabilities , not system functionalities - Should not be ERP, BPM , CRM or any other app dependent.
  15. Customer Experience People Processes Technology Vision Reality Metrics / KPI CEO Architect Worker Measure Trend Target Strategy Operational Tactical SHARED VISION Global Outlook Local Improvements Transformation starts with Painting a vivid picture, w/o using colors
  16. Assess Corporate Vision Identify Expectations Current Maturity Assessment Future Capability Modeling Methodology - Technology - Skillset Implement & Support Trusted Partner Differentiation – Ravindra Perera© 2021 TRUE DIGITAL TRANSFORMATION
  17. TOGAF Architecture Development Method Open standard for Enterprise Architecture
  18. System functionality discussions turned to Organizational Capabilities. Standardization of Business Processes with Adequate focus on Reuse Optimization of Capability Reuse and Procurement at company Level Cost Savings at corporate level by eradicating duplicate/siloed investments Enhanced collaboration at company level Clear Company stance on how Business will be enabled by IT Business & IT Alignment and how it traces back to Org. Capabilities Clarity brought in by EA (Enterprise Architecture)
  19. Clearly Understand these and share with your teams Enterprise Vision (Business Requirement) Stakeholder Requirement Functional and Non- Functional Requirement Solution Requirements
  20. Stakeholder Requirements are the realization of the Business Vision in action. It cannot be out of alignment to the Business Requirements Functional and Non-Functional requirements should have a value and be measurable using KPIs Solution designed (co-created with Stakeholders) should be providing the Users of the systems a clear and differentiated User experience Re-Use should be at the core of all discussions. We don’t want multiple departmental OTS (off the shelf) solutions catering to a single Enterprise capability w/o a clear business justification. But Why? (aren’t these basics? Why are we even talking about them?)
  21. Guardrails for Organizations venturing on DT journey Know your scope Know your capabilities Know what your goals are Know who you have – as you may be delegating work to them to boil down the vision to Capabilities Know – that your team understands the big picture. Its not a ME think. It’s a WE thing. Enterprise is not just internal. It also must consider Partners, Suppliers and Customers as some organization are so closely knit with external parties – just taking the definition of a legal entity or a parent organization as an enterprise in EA may cause the organization to lose out on many re-use and capability analysis opportunities. Don’t expect a Platform vendor to think about your EA. The lesser the reuse… the better it is for them. Best Interest and drive for Re-Use should come from within.
  22. TARGET KPI KPI Success Factors Success Factors Success Factors Success Factors Org Dept. KPI KPI Measure and Improve Processes (Most are Cross Departmental) Measure – Improve – Optimize - Automate Capability 1 Capability 2 Capability 3 Capability 4 Capability 5 Capability 6 Capability 7 Accelerated Customer Onboarding Intelligent Document Processing 1:1 Customer Interaction Intelligent Chat / Voice AI Smart Inventory Management Social Sentiment Analysis Upskill/ Cross Skill Internal Resources / Onboard/ Offboard/ right size
  23. Valuable Research Topics ▪ Low Code App Development – to Accelerate Business Outcomes ▪ 1:1 Customer Interaction (e.g.: Pega 1:1 Customer Engagement , Salesforce Einstein) ▪ Intelligent Document Processing (IDP) , Sentiment Analysis ▪ Strategic use of RPA (Business Process Operations outsourcing use case) ▪ Enterprise Architecture Success Stories : US Bank EA Practice Post in LinkedIn ▪ Gartner® The Enterprise Architecture Leader's First 100 Days
  24. Calling our Next Generation of Business Analysts/ Architects to Step into Enterprise Architecture
  25. Aspiring candidates for EA should cultivate… Critical Thinking Lifelong learner on upcoming Tech capabilities & Trends People Person & Ability to Read a room Empathy & being able to do a pulse check Ability to work with Human Centered Design Ability to see through the clutter. Sometimes the stated issue is different from the real issue at hand. Mindset to Globally Source and Locally deliver (Single billing with multiple ship to locations) Stay Hungry – Stay foolish
  26. Ref: Bring Empathy to Your Leadership Practices Unit | Salesforce Trailhead
  27. Hope this session was of great value to you. Transformation is about Impact, not the technology it uses. Ravindra Perera | Principal Business Architect
  29. Computer Vision – Applying AI/ML for transformations
  30. UP • Organizational Targets • Organizational KPIs • New Organizational Alliances • New Advisory Capabilities Down • Current Processes • Inhouse Resource Quality / Quantity • Existing Vendor Agreements – Multi Year • Software Application Agreements – Multi Year • Projects already invested and locked into Forward • Prioritization of Targets • Evaluate KPIs and Finalize • Process Optimizations / Automation – Customer Centric • Upskill and Cross skill Resources • Adopt Optimized processes – Early adopter rewards Hold us back • Upskill Target Non-Achievement • Software Vendor Agreement Issues • Key Resource Unavailability • Transformation Investment Unavailability • Changing Priorities STRENGHTS (Success Factors) WEEKNESSES (Holding down) OPPERTUNITIES (Propel forward) THREAT / RISKS (challenges)