Enterprise Strategy Program Putting Business Before Technology Anders Bonde Enterprise Strategy Lead, Microsoft Services Denmark

Er Enterprise Strategy noget for dig? Det ultimative spørgsmål ... Måske er du ikke er helt tilfreds med den forretningsmæssige værdi, du får ud af din investering i Microsoft teknologi. Du kan så prøve at stille dig selv dette simple spørgsmål: Lad os antage at du kunne få en erfaren enterprise arkitekt til din organisation. En person som forstår din forretning og som har det overordnede mål at maksimere den værdi, du får ud af din investering i Microsoft teknologi. En person som vel og mærke arbejder for dig og hvor du sætter de konkrete mål og arbejdsopgaver. Lad os ydermere antage at denne person har adgang til de bedste ’best practices’ og ressourcer i Microsoft globalt, med adgang til erfaringer fra andre kundeprojekter og fra Microsofts interne IT organisation såvel som til det nyeste input fra produkt grupperne. Og at personen har ’power’ til at sikre at disse erfaringer kan bruges i din virkomhed - hvis du ønsker det – og at personen så er villig til at tage ansvaret for at merværdien reelt opnåes – hvis du ønsker det. Ville det være interessant? Hvis du svarer JA til dette, er Enterprise strategy interessant for dig!

Hvad er Enterprise Strategy? PRISM FY11 4/7/2017 Hvad er Enterprise Strategy? 100% of Microsoft’s Capabilities Enterprise Architect Cloud On-premises Value Realization Framework Business & IT thought leadership Architecture strategy & planning Value Realization Assessment & Roadmap Outcomes driven projects Enterprise Strategy Network Enterprise Strategy Library Subject matter expertise Across industries & geographies Vast Microsoft thought leadership Proven techniques & experiences Subject matter expertise Across industries & geographies Vast Microsoft thought leadership Proven techniques & experiences Methodologies, industry patterns Repository of Enterprise Architecture Catalog of customizable solutions Business value proof points Methodologies, industry patterns Repository of Enterprise Architecture Catalog of customizable solutions Business value proof points © 2010 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

Vores metode: Value Realization Framework Adopt Plan Context Define Explore Assess Prioritize Deploy Measure Initiative Planning 360 Assessment Value Realization Agreement to plan Program of change and value prediction Demonstrated business value Prioritized portfolio of initiatives Strategic plan, business case, architecture plan, value measures Value realization scorecard 360 Assessment: The process and information captured evolves from BITSB, an IT Strategy Briefing that’s been around for over two years. Enterprise Agreement Value Realization (EAVR) was released in June which was built on work being developed around the world the past two years. It has three phases: context, possess, and prioritize. Context: Identify the top level drivers for a customer’s business, what’s pushing them in their particular market place, understand their current IT Portfolio, capture what they’re working on, what their IT organization looks like, and get an idea of what’s in their Enterprise Agreement. For example, what software they’ve bought, what Microsoft services they have. We’re not going to describe how long this takes. It could take you four or five hours. If a customer is really organized, you may have a quick answer. Or, it could take you two or three weeks with a customer that has information all over the place. But at the end, you’ve worked out the assessments. Assess: For example, you know the customer is interested in Cloud and getting their desktop optimized and maybe six or seven other areas. That gives us a program of work around doing some assessments. The assessments drill in more deeply to each of those areas to find opportunities and help them realize value, reduce cost, risk, time to market and many different areas of potential benefit. At a high level, we have a set of opportunities. Within the work behind the VRF we have an information model that describes the opportunities in a clear data structure. Templates are available to present back to the customer, but you may have your own way or the customer may have their own tool, but the critical thing for us to have is a point in time to say “at this point, you have this data”. When you have that, it’s your gate to move to the next step. Prioritize: When you bring all the data from the different assessments together, prioritize which ones to work on first. Initiative Planning: Revolves around the Strategy and Planning foundation. In FY10, it evolved to include Opportunity Cards to give the customer baseline data with which to start. The phases “Define, Explore, and Plan” are the same. The names and overall structure aren’t changing, but it’s refocused around the information that needs to be created. At the end of Initiative Planning, you have a strategic plan to give the customer an understanding of why they are taking this particular route of choices, a financial case, a value prediction model, and an architectural plan with a roadmap. Value Realization Deploy: you don’t actually do deployment. You are not the program manager. But you oversee deployment and help the customer if they have issues. Adopt: You help the customer through the change process. Measure: Records the value being delivered and the result of the engagement. Component Library – MAPF is a library of repeatable components and each component consists of a method and templates. Engagement Governance – it’s critical when done well and consistently. It includes conditions of satisfaction, team meetings, status reports, etc. Ensure that it aligns with (Software Development Framework) SDF. Software Tools – if we are able to get to the data to work with the customer and define the data appropriately, we can build tools on that dataset to automate the capture of the data, create the visual representations, and behind the scenes, to aggregate data to predict value. Component Library Engagement Governance Software Tools

Example Engagement Scenario The chart shows the Microsoft Enterprise Architect’s and program team activities from a typical Enterprise Strategy Program Portfolio engagement. Enterprise Architect Area represents relative effort expenditure over time Cloud Value Realization Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Optimized Desktop Strategy Governance and oversight Acquisition 360 Assessment Productivity Adoption Project 360 Assessment Cloud Strategy EBC Merger In reality the work of an Enterprise Architect like many senior roles is not as straightforward as implied in the value delivery cycle. In fact the Enterprise Architect might be actively engaged in a range of activities described in the VRF each month. The diagram shown here illustrates a year in a sample engagement. Whilst a 360 Assessment does take a lot of effort in the first 3 months, in this example there is also an Initiative Planning for The Journey to the Cloud initiated almost immediately based on current customer challenges. Also, as a background task the Enterprise Architect begins to work with the customer’s portfolio of IT projects in an oversight and governance capacity to monitor deployments and assist with the use of Microsoft technologies. As a result of the cloud work an Azure implementation is started with support from a Microsoft Services team and by month 4 a value realization project is started where the Enterprise Architect supports adoption projects for the Azure platform. The 360 Assessment identified the need for an Initiative Planning project to support a new desktop rollout, a part of which is to ensure the desktop is restructured to support an App-V implementation the customer had already planned with a partner team. The Enterprise Architect assumes an oversight role with the App-V project to ensure integration with the desktop strategy. There is a spike in Month 6 for Executive Briefing Center (EBC) activity as part of the 360 Assessment work. There are points in time where some activity is done that prioritizes a whole new set of additional opportunities, and that happened in this case. In month 10 the customer initiates a merger and the workload for the IT organization shifts dramatically. A short 360 Assessment is performed to identify the areas where the Enterprise Architect can assist with integration and the first outcome is to start a productivity adoption project to help staff from both organizations use the Microsoft productivity solutions to work together to make the merger a success. Desktop App-V implementation Azure implementation Microsoft Services Partner of choice

Industry Insights Accelerating Value Realization Microsoft Vertical Thought Leadership and Global Experience Shared in Context 360 Assessment Initiative Planning Value Realization Industry Informed Assessment Project Acceleration with Proven Best Practices Insights for Initiative Prioritization Microsoft Points of View for Industry IT best practices Industry-specific trend analysis, business capability blueprinting, & KPI benchmarking Industry-specific business capability and process models Industry experience-based project objectives & scoping linked to KPIs Proven industry-specific business process patterns and technology architectures Industry project and success case studies & evidence The Enterprise Strategy Architect is supported by a dedicated team of vertical industry specialists that provide actionable content informed by Microsoft global experience across 18 industry vertical segments. The team provides customer- specific briefing content, industry thought leadership plus templates and tools that accelerate planning activity. There are specific activities and supporting content for each stage of the Value Realization Framework. 360 Assessment Content to assist the Architect in understanding the customers industry vertical, market position, business strategy, and key market opportunities. Base engagement data captured, assessments selected and planned Tools to assess and map business capabilities against Top CxO Issues, shared Point of View, future state vision Review patterns of IT spending, opportunities identified, Integrated and prioritized set of opportunities to progress, roadmap and scorecard, defined for the Service Delivery Plan Content: Microsoft Points of View for Industry IT best practices to inform CIO staff Industry-specific business capability blueprinting Industry KPI benchmarking Industry-specific capability profiling considering existing business capability performance, processes, and applications Initiative Planning Industry Insights to establish a preliminary set of initiatives are well grounded in Industry specific value, define objectives and scope, benefits dependency network Tools to detail specific changes to Industry operating model, processes and architectures, draft strategic plan, detailed scope and requirements Globally-informed understanding of current business and technologies capabilities against the various dimensions Vertical industry capability maturity models informed by industry accepted practices to guide path toward desired state Templates to refine linkage between initiative investments and vertical-specific KPIs, metrics and measures Value Realization Tools to assist project evaluation against Industry performance and competitive positioning, base engagement data captured, leverage value model to ensure effective measurement Proven business process patterns and technology architectures (applications and infrastructures) Microsoft project and success case studies & evidence

Why the Enterprise Strategy Program? Achieve Strategic Business Objectives Align Enterprise Agreement with Business Objectives Maximize IT Investments Identify and prioritize the right opportunities Get connected to the right network of people with the right experience Accelerate time to value Holistic view of strategy, processes, information, and IT assets Use enterprise-level approach to link business mission, strategy, and processes to IT strategy Create a path to value for all IT Maximize the value from Microsoft portfolio Use IT assets to create future business advantage Drive oversight and adoption to ensure value is realized Businesses employing Enterprise Strategy realized a 375% ROI in a three-year contract, with payback in just 10 months.

Enterprise Strategy Program Offerings Portfolio Foundation Dedicated Enterprise Architect Value Realization Assessment Multiple Strategy Projects & Workshops Shared Enterprise Architect Value Realization Assessment One Strategy Project & Subset of Workshops ITAP Advisor Architect or Consultant Projects Enterprise Strategy Network – SMEs & Global Resources Enterprise Strategy Library – Knowledge Management & IP

Hvis du vil vide mere ... Om Enterprise Strategy Kontakt Anders Bonde, Enterprise Strategy Lead i Danmark Email: anbonde@microsoft.com Telefon: 5157 8169