The EA group integrated its work with the project management office to provide guidance and direction for business transformation initiatives and develop standards in business process development, business applications, and technology. Key deliverables included a comprehensive blueprint aligning business initiatives and infrastructure, which was used for impact analysis & planning. They also developed a transformation road map showing dependencies and synergies, which revealed both capabilities and gaps. In addition, EA led high-level designs of key programs that provided direction and guidance for solution requirements, along with individual "balanced scorecards" linked to business transformation goals.
With more efficient project assessment and selection, the bank was able to eliminate redundancies and enable growth through bankwide strategies and road maps. Other benefits included improved asset reuse and reduction of unnecessary spending on standard business applications.
Our judges immediately understood the benefits. Eric Meredith, vice president of architecture, governance, and communication at PNC Financial, offered this observation: "This is the killer statement: 'EA established credibility in strategic planning, and was moved into the office of the CEO reporting to the Transformation Management Office.' This is the holy grail of enterprise architecture!"
Verizon: Beyond system change to business transformation
Verizon's Consumer & Mass Business (C&MB) division is a top-tier provider of telephony, broadband, and video services to U.S customers. Innovation and customer experience are the key tenets the company uses to acquire and retain customers, but a combination of mergers, legacy platforms, reduced budgets, and increased scope became an obstacle to consistent service delivery.
To remedy this, C&MB EA drove the creation of a program called Order to Bill Transformation (OrBiT) to improve the user experience and to address business process evolution. OrBiT became responsible for call center transformation, dispatch automation, billing modernization, and centralized business intelligence. OrBiT required rethinking, analyzing, and redesigning a multitude of flows and systems across the various services that C&MB offers. EA looked at the end-to-end business process to create viable work items, then sequenced them to ensure final goals were met quickly, effectively, and with the least customer disruption. Business units approved process changes that would impact their own organizations' revenue targets and workforce productivity.
OrBiT enabled agents to sell more, increased first call resolutions, merged regional billing systems, automated scheduling and job assignment, and consolidated data to drive prospect campaigns. The program also reduced churn and improved personalization.
Looking to the future, rapid changes in technology will create new opportunities and challenges for the business. The EA team, with its in-depth understanding of business and IT, will help C&MB transform and create new business models to help deliver measurable results. The EA team will capitalize on the experience gained from the complex OrBiT effort to develop and deliver omni-channel experience, transform mobile and self-service experiences, and drive growth through modern technologies such as big data.
One of our judges, Trekker Armstrong, director of architecture and planning for information services at TransCanada, described Verizon's EA practice in this way: "Their work shaped transformation in key areas of their business, addressing the need for increased innovation and improved customer service in an innovative way."