Business Capability Management:
Your Key to the Business Board Room
Ulrich Kalex
alfabet AG
The Confusion of Tongues
Why IT fails to meet business expectations
No common vocabulary between IT and Business
Processes are too detailed
Strategies and projects are too variable
Applications are functionally isolated and too
technical
Business cant relate technology costs and
business value
The result:
No common understanding of business and
IT strategy
No common view of IT support
Plans not synchronized
Defining Business Capability
A business capability defines the organizations capacity to successfully perform a
unique business activity. Capabilities:
are the building blocks of the business
represent stable business functions
are unique and independent from each other
are abstracted from the organizational model
capture the business interests
A business capability map is:
a model of the firm associating the business capabilities, processes, and functions
required for business success with the IT resource that enables them*
* Source: Forrester Research
2
Capability Map: Example of Level 1
The Enterprise
Corporate Management
Market
Development
Product
Development
Delivery
Support
and
Services
Oversight
Capabilities should:
mean something to the business answering questions like what are the 6 main
activities required to run your business?
at the high level represent the 5-9 main generic capabilities of the organization
could be same as high-level process model
could in part coincide with the high-level product groups
have a clear management responsibility within the business organization
who IT talks to when supporting this capability
have clear responsibilities for a capability area within IT
Capability Map: Example Levels 2 and 3
The Enterprise
Corporate Management
Market
Development
Market Development
Contact Management
Market
Analysis
Regional
Market
Management
Channel Management
Product
Development
Direct Marketing
Management
Order
and
Contract
Management
Revenue
Analysis
Sales Management
Capabilities should:
be hierarchal in structure for drill-down
Delivery
be stable and process-independent
have no more than 3-4 levels in the hierarchy (providing stability)
be defined independent of current IT support for that capability
non-overlapping, capsulated (self-contained, outsource-able)
Oversight
Support
and
Services
Business Capability Map of a Financial Institution
Sales, Markets & Relationships
Trading
Market Making
Hedging
Sales & Relshp. Mgmt
Quoting
Securitization /
Issuance
Asset Class
Trading
Sales &
Advisory (incl.
Offering)
Relshp. &
Contact Mgmt.
Structured
Products
Financial
Institution
(Insourcing)
EAM Support
Capital Mkt.
Risk
Product, Client & Trade Support
Trading Support
Order
Completion &
Routing
Product Management
Order Capture
Order
Execution
Funding &
Liquidity
Management
Pricing,
Contribution
Trade Booking
& Amendments
Lifecycle &
Market Event
Management
Trade Capture,
Allocation &
Completion
Product Control
Position
Management
Order
Monitoring &
Management
Research
Marketing
Counterparty
& Account
Maintenance
Instrument
Static Data
Maintenance
Credit Risk
Analysis
& Mgmt.
Operational
Risk Analysis
& Mgmt.
Risk Report
Liquidity RIsk
& ALM
Econ. Cap Mgmt.
Product
Development
Finance
Product
Management
Product
Catalog
Management
Financial
Accounting
& Reporting
Decision Support
PB Specific Services
Company Tax
Compliance
Product Specific
OTC/Derivatives/
Structured
Products
Processing
Commodities &
Banknotes
Processing
Client Facing Common Proc.
Common Processing
Clearing &
Settlement
(CLS Control)
Confirmations
Processing &
Trade Matching
Credit Approval
Management
Client
Accounting
Reconciliation
Subscription
processing
Vault Services
Client
Reporting
Payments
Custody
Services
Collateral
Handling
Fees, Comm.
& Billing Mgmt
(Cust. & 3rd
party)
Corporate
Actions &
Entitlements
Credit
Admin.
Nostro &
Vostro Account
Management
Funds Processing
Market Data
Management
SLB & Repo
Processing
FX/MM
Processing
Client Tax
Reporting
Document
Management
Securities
Processing
Depot Bank
Controlling
Cash Services
Strategy & Governance
Investigations
& Exceptions
Handling
Support Infrastructure
Tier 1: Supported by IT Domains
Tier 2: Capabiltiies influencing Tier 1 capabilities
Not in focus
Market Risk
Analysis
& Mgmt.
Product /
Servicing
Sourcing
Processing
Data
Risk, Compliance &
Financial Management
Internal
Audit
Regulatory
Compliance
Internal
Compliance
Management Information
MIS
From Business Capability to Business Value
Business Capability Uses
Business Capability Map
The Enterprise
Corporate Management
Market
Development
Product
Development
Delivery
Support
and
Services
Oversight
Market Development
Contact Management
Market
Analysis
Regional
Market
Management
Channel Management
Direct Marketing
Management
Order
and
Contract
Management
Demand Management according to
strategy
Relating operational IT cost to
business value
Application and process rationalization
Design and delivery of agile
technology solutions
Revenue
Analysis
Sale Management
The path from the Business Capability Map to Business Value is described
in the IT planning process.
6
Demand Management according to Strategy
IT Planning activities:
Define Business Capability Map
Map Business Capabilities to Business Strategy
Assess current/required strength/performance of Business Capabilities
Derive Demand strategies from performance gap for Business Capabilities
Analyze project requests based on Business Capabilities
Assure that aggregate demand reflects business goals
Understand demand impact on application/technology architecture at an early stage
Assess Current/Required Strength of Business Capabilities
First level business capabilities are
defined in domains
Second level business
capabilities are evaluated
as to importance for
achieving strategy and to
identify hotspots.
Relating Operational IT Cost to Business Value
IT Planning activities:
Capture IT costs at object level
Relate IT costs to business capabilities
Reconcile SLAs with actual business needs
Reduce IT OPEX (without risk to the business)
Identify capability outsourcing candidates
Relate IT Costs to Business Capabilities
First level business capabilities are
defined in domains
$$$
$$$
$$$
Analyze the second
level capabilities to
find out which ones
are causing the most
IT costs
$$$
$$$
$$$
$$$
$$$
$$$
yet arent really critical to
achieving business strategy.
10
Relating Operational IT Costs to Business Value
What are the operational costs and where should these be controlled more thoroughly?
Run the Bank
Change the Bank
10 capabilities account for approx. 60% of costs
10 capabilities account for approx. 60% of costs
Reconciliation
Market data mgmt.
6%
6%
Order routing
& fulfillment
20%
Product control 5%
Trade capture
6%
27%
Payments6%
Pricing,
7%
contribution
Order
routing &
fulfillment
Financial
7%
accounting
& reporting
15%
Asset class
trading
7%
Confirmations
processing &
trade matching
9%
Clearing
& settlement
13%
11%
Market risk
analysis mgmt.
11
Confirmations processing & trade
matching
4% 4% Trade capture
Instrument static
data Mgmt.
Instrument
static data
Mgmt.
17%
8%
Custody
Services
9%
Clearing
& settlement
13%
Liquidity risk & asset
and liability mgmt.
Application and Process Rationalization
IT Planning activities:
Map IT solutions to Business Capabilities
Find synergies and duplications
Identify the business capabilities the organization should invest in
Analyze the impact of changes
Analyze strengths and weaknesses of IT supports to critical Business Capabilities
Appropriate project scope
12
Use the Application Architecture to Map Capabilities to Technology
Business
Architecture
All activities (automated / non-automated)
Used to assist in prioritization and translation of
business strategy into core/non-core
Used to assist in Business Architecture decisions
(e.g. sourcing)
Application domains
Application sub-domains
Applications
Programs
Application
Architecture
Technology
Architecture
Infrastructure (hardware, networks, other basic
services such as databases) qualities of
service (throughput, availability, security etc.)
13
High Heterogeneity Shows Rationalization Potential
Where do I want to reduce business process and business support variation?
Product 1
Counterparty &
Account
Mainternance
Product 2
Product 3
Product 4
Product 6
Product 7
Product 8 Product 9
Basic Treasury Info (BTI)
Evaluation Rate (ERAT)
SPECTER
RIT
BRT
V-Master data
CB
V-Services
Foreign Holiday Treasury Base (FHTB)
Market Services Data Hub (MSDH)
Fin Data Server (FDS)
Rate Services (RS)
Market Info Server (MIS)
MRAT
Currency Base (CB)
ISS
Data
Market Data
Management
14
Document
Management
Product 10 Product 11
CIF
ERAT
BOT
Instrument Static
Data Maintenance
Product 5
NA
DI
MT
ER
Market Services Data Hub (MSDH)
Fin, Data Server (FDS)
PROTINF
Market Info Server (MIS)
Market rate (MRAT)
RETWEB
NLF Gateway & Processing
ERAT
SPECTER
BRT
V-Master data
V-Services
Market Services Data Hub
Fin, Data Server (FDS)
Rate Services
MIS
MRAT
NLFGAT
Design and Delivery of Agile Technology Solutions
IT Planning activities:
Define and prioritize Capabilities
Map Services to Capabilities
Identify redundancies and relationships
Identify SOA services to build
15
Identify the Capabilities the Firm Needs to Invest in
Base services
potential business
value on capability
outcomes.
16
Design and Delivery of Agile Technology Solutions
Where do I want to think about adopting SOA and where should COTS be used?
Strategy in a nutshell
Cross-selling across Divisions
Centralization of activities in
Centers of Excellence (incl. off-
shoring where appropriate)
Standardization and re-use
of applications globally
Aggressive international growth in
private banking
Continually enhance PB value
proposition
IB: refocus and build further
capabilities in certain areas
Expand capabilities in Structured
Products
17
Product Specific
So when the Board asks
Why does IT cost so much?
Whats the business value of this?
Are we investing IT resources on the right areas?
18
Theyll understand with
Business
Capabilities
19
Thank you
