MAY COMMUNITY MEETING BOARD UPDATE The TC Business Architecture - PowerPoint PPT Presentation

MAY COMMUNITY MEETING BOARD UPDATE The TC Business Architecture Forum THE TWIN CITIES BUSINESS ARCHITECTURE FORUM 1/22/2019 1

AGENDA ◼ 2019 Programming Overview ◼ Capability Updates ◼ A4G (Architecting For Good) ◼ Tool Talk ◼ Main Event: Platform as a Service presented by Thrivent Financial THE TC BUSINESS ARCHITECTURE FORUM 12/06/2018 2

2019 Theme The Journey: Using Business Architecture to Lead Drive results by leading with models, enabling innovation, and informing change. Leading with Enabling Informing Models Innovation Change Implement Your Vision TCBAF Mini-Summit Social Event Prime Therapeutics Steel Toe Brewing Technology enablers in the March 19, 2019 October, 2019 Business Architecture of TCBAF host: Troy Nelson TCBAF host: Mary Auer Healthcare Mayo Rochester 4 th Annual Business Platform as a Service August 22, 2019 Architecture Summit Thrivent Financial TCBAF host: Linda Finley Cargill May 21, 2019 December 5, 2019 TCBAF host: Michael Dockham Using Business Architecture TCBAF host: Tim Jennissen for Application Rationalization Design Thinking MNIT (State of MN) TBA Medtronic September 17, 2019 January 21, 2020 July 16, 2019 TCBAF host: Morgan Finley TCBAF host: Dean Larson TCBAF host: Tiffany Johnson TCBAF SIG – Run in parallel throughout 2019 3

TCBAF MINI-SUMMIT ◼ “Technology enablers in the Business Architecture of Healthcare” ◼ Presentations by Mayo and 2 additional healthcare partners, with a panel discussion ◼ Hosted @ Mayo Rochester ◼ Thursday, August 22 nd ◼ 1pm – 4pm (tentative) ◼ Collaboration with HIMSS MN, possibly others THE TC BUSINESS ARCHITECTURE FORUM 12/06/2018 4

4 TH ANNUAL BUSINESS ARCHITECTURE SUMMIT ◼ The Journey: Using Business Architecture to Lead. ฀ Drive results by leading with models, enabling innovation, and informing change. ◼ Proposed tracks include: ฀ Leading with Models ฀ Enabling Innovation ฀ Informing Change ฀ Skill Building ◼ Thursday, December 5, 2019 ◼ Hosted @ Cargill THE TC BUSINESS ARCHITECTURE FORUM 12/06/2018 5

CAPABILITY UPDATES -- MEMBERSHIP ◼ Focusing on member engagement in 2019 ◼ Refreshed Member Journey Map to highlight key areas ◼ Reviewed capabilities needed to track and improve engagement (Member Management via Zoho CRM, Event Management via Eventbrite, Member Marketing via existing LinkedIn and TCBAF.org channels ) THE TC BUSINESS ARCHITECTURE FORUM 6

A4G (ARCHITECTING FOR GOOD) UPDATE Partner: HOPE 4 Youth Project Status: ◼ Kick-off Meeting Complete ◼ Goal: End youth homelessness ◼ 14 Volunteers participated in kick-off learning about ◼ Approach: Prevent > Serve > Sustain HOPE 4 Youth and brainstorming deliverables ◼ Identify ways to prevent kids from Next Steps: becoming homeless ◼ Provide services that help kids to gain ◼ Working Session Wednesday May 22 nd . the skills needed so they are never ◼ 3 HOPE 4 Youth stakeholders participate in homeless again strategy decompensation and mapping session ◼ Break into sub-teams and build out deliverables ◼ Based in Anoka County looking to expand reach across the state and ◼ Strategy Maps beyond ◼ Business Model Canvas ◼ Customer Journey Map / Value Streams ◼ Capability Maps

TOOL TALK THE TC BUSINESS ARCHITECTURE FORUM 12/06/2018 8

THE 9 BLOCK FRAMEWORK Customer Key Partners Key Activities Value Proposition Customer Relationship Segments 7 4 8 “An organization serves Deliver Value Create Value 2 1 one or several Customer Key Resources Channels Segments” 6 3 - Business Model Generation, p 16 9 5 Cost Structures Revenue Streams Capture Value 9

CUSTOMER SEGMENTS (CS) Description: a group of people or an organization that we aim to reach and serve. Distinct segments with common needs, common behaviors, etc.. ◼ Their needs require a distinct offer ◼ They are reached through different distribution channels ◼ They require different types of relationships ◼ They have different profitability or perspectives on "value" ◼ They are willing to "pay“ for different aspects of what we offer Proper segmentation is key – it either enables or inhibits differentiation 1 0 www.businessmodelgeneration.com

CUSTOMER SEGMENTS -- EXAMPLES Mass markets — Don’t distinguish between different Customer Segments. Customers have broadly ◼ similar needs and problems. (ex: consumer electronics.) Niche markets — Cater to specific, specialized customer segments. Supplier/buyer relationships (ex: car ◼ parts for auto manufacturers.) Segmented — Distinguish between market segments with slightly different needs and problems (ex: ◼ financial services - high net worth individuals vs people saving for retirement.) Diversified — Serve two or more unrelated Customer Segments. (ex: Amazon.com retail sales and cloud ◼ computing service unit share one powerful infrastructure.) Multi-sided platforms (multi-sided markets) — Serve two or distinct but interdependent groups of ◼ customers. Platforms are only valuable to one group of customers when another group exists—(ex: newspapers link readers and advertisers) Ask yourself: For whom are we creating value? 1 ✓ 1 For whom do we making a difference? ✓ www.businessmodelgeneration.com

EXPLORING CUSTOMER SEGMENTS A tool like XPLANE’s Empathy Map can expand your understanding of a customer via profiling Similar to the ‘Persona’ development approach is outlined in “The Design Thinking Playbook” Provides insights that may influence your thinking around Value Proposition (July topic), Customer Relationships and Channels 1 https://x.xplane.com/empathymap 2

THANK YOU FOR BEING PART OF THE COMMUNITY ◼ Follow tcbaf.org and join our linkedin group for information and updates ◼ We have a blog area on the website, we’re just waiting for your content! ◼ We’re on Instagram now! Follow us! ◼ Thank you to Thrivent for hosting us! THE TC BUSINESS ARCHITECTURE FORUM 12/06/2018 13

Platform as a Business Model Dan Bryant, VP, Corporate Strategy and Partnerships Michael Dockham, Enterprise Architecture May 21, 2019 14 | For internal use only. Not to be shown or distributed to the public.

Topics • Platform as a Business Model: 20 minutes • Platform Build Exercise - building out a platform through small groups: 30 minutes • Thrivent’s Participation in a Platform Buildout: 10 minutes 15 | For internal use only. Not to be shown or distributed to the public.

16 | For internal use only. Not to be shown or distributed to the public.

WHAT IS A PLATFORM? “In the 1880s and 1890s, two dozen flour mills, connected by a system of canals, sluiceways and tunnels, dominated the west bank at the Falls of St. Anthony. These towering mills cast their shadows over thousands of farms across the northern wheat belt. Their strength rested not only in waterpower but in money and organization . By 1889 three companies controlled two-thirds of the flour production at the falls. The names of mill owners and grain traders like Washburn, Pillsbury, Peavey and Cargill became household words across the Northwest.” Minnesota Historical Society 17 | For internal use only. Not to be shown or distributed to the public.

Key Takeaways Platforms are not about technology • Platforms are business models that enable components of an ecosystem • to operate together to serve customer needs The infrastructures that underlay our Ecosystems are rapidly changing • Successful Incumbents and startups will focus upon unique and • defensible value proposition along the customer value chain. 18 | For internal use only. Not to be shown or distributed to the public.

What do we mean by “platform”? “A platform is a business model that allows multiple participants (producers and consumers) to connect to it, interact with one another, and create and exchange value.” Sangeet Paul Choudary, Geoffrey G. Parker, and Marshall W. Van Alstyne, “Pipelines, platforms, and the new rules of strategy,” Harvard Business Review, April 2016, hbr.org. 19 | For internal use only. Not to be shown or distributed to the public.

Platform Paradox “The essence of strategy is choosing what NOT to do.” Michael Porter The most important choice for a platform business model is determining what it is not going to do along the customer value chain. Unintended externalities of the business model that are not “priced in” will often determine the long-term sustainability of the business. 20 | For internal use only. Not to be shown or distributed to the public.

Google, Apple, Facebook, Amazon (GAFA) and Ecosystems The most successful companies in the digital era, including Alibaba, Amazon, and Facebook, were all designed on platform business models. Seven of the ten largest companies by market capitalization are ecosystem players—Alibaba, Alphabet, Amazon, Apple, Facebook, Microsoft, and Tencent. A platform is a business model that allows multiple participants (producers and consumers) to connect to it, interact with one another, and create and exchange value. An ecosystem, meanwhile, is an interconnected set of services that allows users to fulfill a variety of needs in one integrated experience. Ecosystems will account for 30 percent of global revenues by 2025 21 | For internal use only. Not to be shown or distributed to the public.