Created through a series of facilitated workshops and individual interviews, the Business Capability Model (BCM) provides a powerful visual tool that describes the key capabilities of your business and how they relate to each other – on a single page. This is used as a backdrop to overlay a number of views to suit the message or problem that is being addressed – data mastering, operational performance, project activity, systems coverage, cost etc. It creates a common and neutral level of understanding between business and technical communities supporting understanding and strategic decision making through simplifying complexity and managing ambiguity. It’s a fundamental component of any strategy.
Value Chain Analysis is a way of articulating the core business processes and activities of your organisation that deliver value to your customers. Captured through workshop sessions with key business stakeholders, Value Chains highlight the actors, interactions, key information assets or systems , challenges and opportunities. These outputs are designed to be practical documents that can be used to facilitate understanding and explore opportunities for improvement.
Understanding where you are is the start point for any change. At Mosaic Island we have developed a systematic approach for discovery of your Current Deployed System State that encompasses many dimensions, including applications, infrastructure and the business services/processes that they support. Employing both a top-down and bottom-up approach, we use a range of tools to extract the source data, which we then amalgamate with your existing data sources where they exist. We store this in a powerful and maintainable data repository, which enables flexible reporting to facilitate understanding and informed decision making.
Once the need for change has been identified, establishing a change programme with the right foundations is crucial to ensure the best possible chance for success – yet so often we see the basics being overlooked at this stage. Using structured process, our Programme Design approach ensures that all of the vital components are covered, from organisation, operating model and governance to change control and risk management.
Organisations that aspire to become more customer focused need to understand how their customers use the services they provide. Our Customer Journey Mapping approach does just that. Through observational analysis and structured workshops, it’s an analytical process that looks at all customer touchpoints and produces highly visual outputs to enable you to easily understand what’s working well and where efficiencies can be made. Not only does the process produce a baseline assessment (current state), it also facilitates the design of the improved customer journey. The culmination of the process is a 'SuperMap' which links a backlog of tangible change to the target journey.
Our definition of the Target State architecture creates a key business asset that represents the desired state, supporting the business vision in its entirety. Reflecting the ideal state, that in reality is often never reached, ensures that the architecture is future-proofed as much as it can be. In addition, having a Target State architecture means that each change delivered can be measured as to how it moves the architecture closer (or further away) from the target.
Once the Target State is defined, there then comes the task of mapping out the logical steps of change (the Roadmap) that moves the current state towards the target. We do this by identifying those steps, each delivering justifiable business outcomes and benefits in their own right. In other words, should the change stop at the end of any step then the business benefit will be achieved. There are always many options when creating a roadmap and it is often the hardest part of any change planning.
We firmly believe that structured Business Benefits planning is essential to the success of any change. We have developed a structured approach to benefits management that ensures key stakeholders are bought into the definition and delivery of benefits at the outset. This means that benefits can be actively tracked and measured in alignment with the delivery of change and in turn increases the propensity of benefits realisation.