Please enable JavaScript.
Coggle requires JavaScript to display documents.
Strategy Analysis - Coggle Diagram
Strategy Analysis
Analyze Current State
Purpose: to understand the reasons why an enterprise needs to change some aspect of how it operates and what would be directly or indirectly affected by the change.
Input:
- Elicitation Results: used to define and understand the current state.
- Needs: the problem or opportunity faced by organization.
- The starting point for any change is an understanding of WHY the change is needed.
- The current state is explored in just enough detail to validate the need for a change.
Output
- Current State Description: the context of the enterprise's scope, capabilities, resources, performance, culture, dependencies, infrastructure, external influences and significant relationships between these elements.
- Business Requirements: the problem, opportunity, or constraint which is defined based on an understanding of the current state.
Elements
Business Needs: a business need may be identified at many different levels of the enterprise:
- From the top-down: a strategic goal that needs to be achieved.
- From the bottom-up: a problem with the current state of a process, function or system.
- From middle management: a manager needs additional information to make sound decisions or must perform additional functions to meet business objectives.
- Form external drivers: customer demand or business competition in the marketplace.
:pencil2: The definition of business needs is frequently the most critical step in any BA effort.
:pencil2: Business needs are always expressed from the perspective of the enterprise, not particular stakeholder.
-
Organizational Structure and Culture
Organizational culture is the beliefs, values and norms shared by the members of an organization.
Capabilities and Processes
- Capabilities and processes describe the process, knowledge, products, services, functions and methods of the organization.
- Core capabilities and processes describe the essential functions of the enterprise that differentiate it from others.
:pencil2: Capability-centric view: Looking for innovative solutions that combine existing capabilities to produce a new outcome.
:pencil2: Process-centric view: Looking for ways to improve the performance of current activities.
Technology and infrastructure: include components such as computer hardware, physical plants, logistic, their operation and upkeep.
Policies:
- Policies define the scope of decision making.
- Maybe a constraint on the types of action that can be pursued.
Business Architecture: The existing business architecture typically meets an assortment of business and stakeholder needs. If those needs are not recognized or do not continue to be met by a proposed transition or future state, changes are likely to result in a loss of value.
Internal Assets: can be tangible or intangible, such as financial resources, patents, reputation and brand names.
External Influencers: do not participate in a change but might present constraints, dependencies or drivers on the current state.
- Sources of external influence include:
:sunny: Industry Structure
:sunny: Competitors
:sunny: Suppliers
:sunny: Political and Regulatory Environment
:sunny: Technology
:sunny: Macroeconomic factors
Define Future State
-
-
Output:
- Business Objectives
- Future State Description
- Potential Value
Elements
Business Goals and Objectives:
- Goals are longer term, ongoing and qualitative statements of a state or condition that the organization is seeking to establish and maintain.
- SMART objectives:
:rainbow: Specific: describing something that has an observable outcome.
:rainbow: Measurable: tracking and measuring the outcome.
:rainbow: Achievable: testing the feasibility of the effort.
:rainbow: Relevant: aligning with the enterprise's vision, mission and goals.
:rainbow: Time-bounded: defining a time frame that is consistent with the need.
Scope of Solution Space: Decision about the range of solutions that will be considered.
- Typically based on the value to be delivered.
- The critical considerations for the decision are dependent on the overall objectives of the enterprise.
Constraints: describe aspects of the current state, aspects of the planned future state that may not be changed by the solution, or mandatory elements of the design.
Organizational Structure and Culture: The formal and informal working relationships that exist within the enterprise may need to change to facilitate the desired future state.
Capabilities and Processes: New or changed capabilities and processes will be needed to deliver new products or services, to comply with new regulations, or to improve the performance of the enterprise.
Technology and Infrastructure: BA identifies changes necessary if current technology and infrastructure are insufficient to meet business need.
Policies:
- Policies are a common source of constraints on a solution or solution space.
- BA identifies changes for current policies if require.
Business Architecture: any future state must effectively support one another and all contribute to the business goals.
-
-
-
Assess Risks
Purpose: to understand the undesirable consequences of internal and external forces on the enterprise during a transition to the future state.
Input:
- Business Objectives
- Elicitation Results (confirmed)
- Influences (internal and external)
- Potential Value
- Requirement (prioritized)
-
- Assessing risks includes analyzing and managing them.
- The risks are anlyzed for the:
:forbidden: possible consequences if the risk occurs.
:forbidden: impact of those consequences
:forbidden: likelihood of the risk
:forbidden: potential time frame when the risk might occur
Elements
Unknowns:
- BA consider historical contexts from similar situations to assess risks.
- The lesson learned from past changes and expert judgement help in deciding the impact and likelihood of risks.
Constraints, Assumptions and Dependencies
Negative impact to Value: overall risk level can be quantified in financial terms, or in an amount of time, effort or other measures.
Risk Tolerance:
- Risk-aversion: unwillingness to accept much uncertainty, either avoid or invest more to reduct the risk.
- Neutrality: some level of risk is acceptable, provided does not result in a loss even if the risk occur.
- Risk-seeking: willingness to accept or even take on more risk in return for a higher potential value.
Recommendation:
- If the change proceeds with risks, stakeholders should be identified to monitor the risks and consequences if the risk event occurs.
Define Change Strategy
Purpose: to develop and assess alternative approaches to the change, and then select the recommended approach.
Input:
- Current State Description
- Future State Description
- Risk Analysis Results
- Stakeholder Engagement Approach
Output
- Change Strategy
- Solution Scope
Elements
-
Gap Analysis:
- Identifies the difference between current state and future state capabilities.
- Determine if the enterprise can meet its needs using its existing structure, resources, capabilities and technology.
Enterprise Readiness Assessment:
BA analyze the enterprise to asess its capacity to make the change and to sustain the change in the future state.
Change Strategy:
- Change strategy is a high-level plan of key activities and events that will be used to transform the enterprise.
- Opportunity cost refers to the benefits that could have been achieved by selecting an alternative change strategy.
Transition States and Release Planning: the enterprise will have to operate in one or more transition states.
Input
-
Influences (internal, external)
-
-
-
-
-