1Towards the Model Driven Organization (AMINO’13) @MODELS’13

(Multi-) Modeling Enterprises For Better Decisions

Sagar Sunkle, Vinay Kulkarni, and Hemant Rathod

2Towards the Model Driven Organization (AMINO’13) @MODELS’13

Motivation

Multiple change drivers in enterprise context

Enterprise

Business Change Drivers1. Cost reduction/revenue

increment2. Mergers/acquisitions/divesti

tures3. New regulations4. Audit findings

Changes due to Business Drivers1. Process changes2. Product offerings3. New functionality needs4. New data needs

Technology Drivers1. Vendor-driven upgrades2. Technology consolidation

mandates3. Mobile/cloud presence

Changes to Technology Drivers1. Process changes2. Product offerings3. New functionality needs4. New data needs

3Towards the Model Driven Organization (AMINO’13) @MODELS’13

Motivation

Problems with Enterprise IT systems

Enterprise

IT Need 1 IT Need 2 IT Need 3

IT System 1

IT System 2

IT System 3

…

…

Locally Optimal

2

1

Transactional and transformational IT needs originating in/implemented as strategic,

tactical, and operational goals

Overlapping Functionality

3Non-

interoperable Technologies

4Lack of Enterprise-wide Context

4Towards the Model Driven Organization (AMINO’13) @MODELS’13

Motivation

o Enterprises need to operate as desired in business-as-usual and transformation situations alike

o Cost of incorrect decisions are prohibitive

5Towards the Model Driven Organization (AMINO’13) @MODELS’13

Key Categories of Models

Interconnected Dimensions of Enterprise [what and how]

Goals and sub-goals of Enterprise [Whys]

Descriptive Model Prescriptive Model

EA Model based on ArchiMate Intentional Model

6Towards the Model Driven Organization (AMINO’13) @MODELS’13

By Example- Merger of Two Wealth Management Enterprises

WM1Triple revenue and gross margin

in 5 yearsWM3

WM2

EA Models Intentional Models

7Towards the Model Driven Organization (AMINO’13) @MODELS’13

EA Models Intentional Models

WM1Triple revenue and gross margin

in 5 yearsWM3

WM2

Overarching Goal

By Example- Merger of Two Wealth Management Enterprises

8Towards the Model Driven Organization (AMINO’13) @MODELS’13

Products and Services Rationalization

EA Models Intentional Models

WM3

WM2

Products And Services-Which ones to keep,

which ones to decommission, which

ones to rebrand

WM1 Product and Service Mix

9Towards the Model Driven Organization (AMINO’13) @MODELS’13

Products and Services Rationalization

EA Models Intentional Models

WM3

WM2

Models to determine appropriate product and service mix are business domain-

specific; their decisions need to be integrated

nevertheless into enterprise context

Examples - Marketing Mix Models, Product

Lining/Bundling models

WM1 Product and Service Mix

WM3

10Towards the Model Driven Organization (AMINO’13) @MODELS’13

Workforce Integration

EA Models Intentional Models

WM1 Product and Service Mix

WM3

WM2

State of the art predominantly uses

spreadsheets to encode workforce

planning parameters and

actions/strategies

11Towards the Model Driven Organization (AMINO’13) @MODELS’13

Workforce Integration

EA Models Intentional Models

WM1 Product and Service Mix

WM3

WM2

Depending on situation, here in workforce

integration of two WM enterprises, system

dynamics models could be used

12Towards the Model Driven Organization (AMINO’13) @MODELS’13

Workforce Integration

EA Models Intentional Models

WM1 Product and Service Mix

WM3

WM2

13Towards the Model Driven Organization (AMINO’13) @MODELS’13

Optimum IT Platform for WM3 Target Operating Model

EA Models Intentional Models

WM1 Product and Service Mix

WM3

WM2

Workforce Integration

Decisions about applications of WM1 and WM2; Application

Rationalization Models based on Business and IT scores

14Towards the Model Driven Organization (AMINO’13) @MODELS’13

Other problem-specific Models

EA Models Intentional Models

WM1 Product and Service Mix

WM3

WM2

Workforce Integration

Branch Rationalization

IT Plant Integration

IT Plant Capacity Enhancement

Optimum Data Migration

15Towards the Model Driven Organization (AMINO’13) @MODELS’13

To implementation

EA Models Intentional Models

WM1 Product and Service Mix

WM3

WM2

Workforce Integration

Branch Rationalization

IT Plant Integration

IT Plant Capacity Enhancement

Optimum Data Migration

WM3 IT Plant Implementation

Operational Requirements

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Putting it together

EA Models Intentional Models

WM1

WM2

EA models as single version of

truth

17Towards the Model Driven Organization (AMINO’13) @MODELS’13

Putting it together

EA Models Intentional Models

Intentional Model for Enterprise-

Decision Making in Enterprise Context

WM1

WM2

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Decision Making in Enterprise Context

EA Models Intentional Models

Enterprise-Intentional Metamodel Mapping

[ICEIS’13 and ICSOFT-EA’13]

Devoid of Goals

Introduce Goals; Goals are problems to be solved

Evaluate Goals, revise enterprise model

As-is to To-be

Arc

hiM

ate

i*In

ten

tion

al M

od

el

19Towards the Model Driven Organization (AMINO’13) @MODELS’13

Putting it together

EA Models Intentional Models

Other Decision Making

Models for Problem-specific

Contexts

WM1

WM3

WM2

20Towards the Model Driven Organization (AMINO’13) @MODELS’13

Putting it together – Plugging in Decisions Made in Problem-specific Models

EA Models Intentional Models

WM1

WM2

Contributions of means to goals is intuitive in nature;

here, FA’s choice of strategies is determined quantitatively based on

product mix fixed by product mix models

Product and Service Mix

Important- Plugging In Decisions Made in

Product Mix Models at appropriate level in Intentional models

21Towards the Model Driven Organization (AMINO’13) @MODELS’13

Key and Other Issues

o Key Issue

Relating Models >> Actors, Tasks, Resources in EA and Intentional Models

Plugging-in Analysis Results of Problem-specific models >> From product mix, application rationalization, system dynamics to Intentional models and from them to To-Be EA models

o Other Issues- Relating strategic goals with properties of operational elements, treatment of uncertainties

22Towards the Model Driven Organization (AMINO’13) @MODELS’13

Summary

Both descriptive and prescriptive models needed to model and analyze enterprises

Descriptive models help in maintaining the enterprise context

One prescriptive model, say an intentional/goal model maintains rationale across enterprise layers

Other prescriptive models supplement decision making of local actors

o Problem-specific models may or may not be in use in local context; when they are they may be aiding local optimization, but they have to be validated in enterprise context- determining that they are optimal also in global context

o When there are no models- only implicit knowledge, it should be made explicit >> less reliance on expert knowledge

This hopefully leads to better courses of actions in enterprise context

23Towards the Model Driven Organization (AMINO’13) @MODELS’13

Thank You, Questions are welcome!!!

You can get in touch with me on

sagar.sunkle@tcs.com.