Using Business Architecture For Acquisitions
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The document outlines the benefits of utilizing business architecture in acquisition processes, emphasizing stakeholder identification, impact analysis, and alignment of business and IT perspectives. It describes how business architecture supports due diligence and integration activities by providing insights into goals, strategy, and ecosystem impacts. The document also highlights the necessity of developing roadmaps for integration and assessing changes post-acquisition.
Using Business Architecture For Acquisitions
- 1. USING BUSINESS ARCHITECTURE FOR ACQUISITIONS September 2017 10/21/2018 COPYRIGHT © 2017 S2E CONSULTING INC.
- 2. Benefits For Acquisitions Leveraging the enterprise-level business architecture blueprints, relationships and approach for translating strategy into execution benefits acquisition activities by: • Identifying all stakeholders that need to be involved • Ensuring both business and IT perspectives are always considered • Greatly accelerating and ensuring completeness of impact analysis and integration activities • Aligning purpose, direction and structure at a high level including goals, strategies and business models • Creating comprehensive designs and roadmaps for integration activities, inclusive of all business and IT changes, providing a common vision and the most efficient path for implementation 10/21/2018 2COPYRIGHT © 2017 S2E CONSULTING INC.
- 3. Business Architecture Role In Acquisitions * Business ecosystem includes core domains (capability, value stream, organization, information) as well as extended domains (e.g. product, stakeholder). IT ecosystem includes applications, data stores, infrastructure, etc. and is developed by IT Architects. If acquired organization has a BA / EA Team, this is performed collaboratively. PURPOSE FOR ACQUISITION ASSESSMENT AND PRE-DEAL • Support due diligence and deal structuring by: • Providing insights on goals, strategy and business model alignment • Assessing impact on customer experience and business and IT ecosystem* • Ensuring all stakeholders are identified DEAL AND POST-DEAL (as needed, but recommended) • Understand and document the high level business and IT ecosystem* for the acquired organization and identify issues / opportunities to be addressed • Develop target business and IT ecosystem* and roadmap to address issues / opportunities • Establish / mature business / enterprise architecture practice EXPAND FOR NEW LOB / PRODUCT / CAPABILITY EXPAND TO NEW GEOGRAPHY (or another aspect within same business model) RUN STANDALONE INTEGRATE (“Coexistence”) Separate Business Model (“Absorb, “Best-of- Breed,” or “Transformation”) Change Current Business Model (“Absorb”) Align To Current Business Model BUSINESS ARCHITECTURE ROLE ASSESSMENT AND PRE-DEAL • Support due diligence and deal structuring by: • Providing insights on goals, strategy and business model alignment • Assessing impact on customer experience and business and IT ecosystem* • Ensuring all stakeholders are identified DEAL AND INTEGRATION (POST-DEAL) • Understand and document the high level business and IT ecosystem* for the acquired organization • Design changes / target for business model, customer experience and business and IT ecosystem* • Develop strategic roadmap to implement changes / target over time; realign project portfolios as needed • Integrate or align business / enterprise architecture practice from acquired organization (if applicable) BUSINESS ARCHITECTURE ROLE Integration approach is guided by the acquiring organization’s operating model COPYRIGHT © 2017 S2E CONSULTING INC.
- 4. Business Architecture Integration Focus COPYRIGHT © 2017 S2E CONSULTING INC.
- 5. Operating Model Types (For Reference) 10/21/2018 5 Based Upon: http://www.insightfulsolutionsinc.com/Articles/Whats_Your_Operating_Model.htm COPYRIGHT © 2017 S2E CONSULTING INC.
- 6. Successfully executing your strategic vision