BUSINESS MODELLING AND ARCHITECTURE

Our business modelling services include five capabilities that can be offered separately or combined to provide comprehensive analysis and high confidence in your case for change.

Business Architecture … the discipline that helps bridge the gap between strategy and execution. It shines a light on the workings and connections or disconnections within an organisation by modelling the inputs, activities and outputs including an organisation’s: customers; segments; channels; services; value streams; processes; interaction and transaction volumes and costs; roles and responsibilities; structure; locations; information; technology/applications and the relationships between them. This provides the framework for analysing the impact of any proposed change and the capabilities required to enable successful change.

Business Process Mapping and Management … not just documenting your business processes (including the roles of staff, teams and systems within them) but adopting and implementing business process management disciplines and practices organisation-wide. This includes assigning ownership for all processes and accountability for reviewing and improving them on a regular basis. This requires a recognition that end-to-end process management underpins your service delivery operations and directly supports your customer journeys.

Operational Modelling … a subset of business architecture. This discipline is designed to apply metrics (volumes, durations and work effort) to the activities defined in your business processes to baseline both the effort (resources) and cost of supporting these as well as the cycle times involved in delivering the services they support (i.e. current state assessment). The changes proposed in the future state design are then described and their impacts quantified to confirm the expected outcomes from this change. These focus primarily on the customer journey (the service model), the number of staff required in each role in the underlying processes, and the timeliness of the service delivery. These findings are key inputs in the development of a compelling case for change (the business case) and the planning and management of this change.

Financial Modelling and Analysis … as key inputs into your business case, the outputs from the operational modelling, both the current state assessment and the estimates of future state costs (the capital and operating costs required to implement and maintain the change), are primary inputs into the financial analysis. This calculates the net benefits of this change and the resulting return on investment. The modelling provides both an accounting and economic analysis, as well as sensitivity analysis to quantify the impact of variation from estimates of capital costs, operating costs and revenues.

Process Modelling and Simulation … tools such as Microsoft Excel can readily provide static analysis of a business process, but to provide a more dynamic view, accounting for variables such as staff skills and availability, inter-dependencies, work queues and bottlenecks, generally requires a specialist modelling and simulation tool. These simulation tools allow us to optimise the future state process before investing in change by: evaluating new options in process design; identifying and addressing current and potential process bottlenecks; optimising the utilisation of staff and minimising cycle times; quantifying operational costs and evaluating alternative staffing strategies. Demonstrating the use of these tools provides significant credibility of forecast outcomes to secure and maintain the support of sponsors and stakeholders in your case for change.