EAEC High Impact Capability Roadmapping Merck

Enhancing Roadmap Actionability 69
ENTERPRISE ARCHITECTURE EXECUTIVE COUNCIL

IT PRACTICE
www.eaec.executiveboard.com
FAFC6325010SYN
HIGH-IMPACT CAPABILITY ROADMAPS
Source: http://www.hoovers.com.
OVERVIEW
An approach to align technology solutions to strategic business objectives through capability roadmapping
EXECUTIVE TEACHING
Leverage the process used to create capability roadmaps to obtain a deeper shared understanding of strategic business goals and
shift the dialogue with business partners away from short-term, project-based discussions. By broadening the conversation to include
people, process, and technology, capabilities can achieve a more holistic understanding of the underlying need.
COMPONENT TEACHINGS
1. Linking Business Strategy to CapabilitiesShift the dialogue between the IT liaison and business owner away from projects and
toward long-term plans.
2. Establishing Capability TargetsPut capability target choices into nancial terms to help business partners make better investment
trade-o decisions.
3. Setting Capability Realization HorizonsHelp business partners understand the business and technology implications of dierent
paths to the target state.
4. Driving Application RationalizationExplicitly link programs to business capabilities to ensure application retirement goals are
being met.
5. Managing DemandUse the capability roadmap to manage demand by reconciling new project requests against established goals.
IMPLEMENTATION GUIDES

The MasterPlanning Process, pp. 8285

Linking Business Strategy to Capabilities, pp. 8687

Establishing Capability Targets, pp. 8892

Managing Demand, pp. 9394
COMPANY SNAPSHOT
Merck & Co., Inc.
Industry: Pharmaceuticals Through medicines, vaccines, biologic therapies, and consumer and animal
products, Merck works with customers and operates in more than 140
countries to deliver innovative health solutions. Merck also demonstrates
a commitment to increasing access to health care through far-reaching
programs that donate and deliver products to the people who need them.
2009 Revenue: US$27.4 Billion
-CEB
Please note that the CEB program names referenced
in this document have changed since the time of publication.
Building Better Roadmaps 70
IT PRACTICE
FAFC6325010SYN
ENABLING BUSINESS OUTCOMES
To make the most
progress on portfolio
simplication eorts,
use capability roadmaps
to align technology
investments with
business priorities.
Challenge
In a complex environment with more than 5,000 applications, more than 10,000 interfaces, and 35 dierent technical
environments, Merck was challenged to reduce IT maintenance and operations costs to increase funds available for
strategic projects the business required.
Approach
Merck develops a master-planning process that EA provides to business units. The process uses capability roadmaps
to identify consolidation opportunities and align new technology investments to strategic priorities.
Results
Merck reduces the total number of applications by 20% and increases the portion of the IT budget devoted to strategic
investments by 50%.
-CEB
IT PRACTICE
FAFC6325010SYN
THE MASTER-PLANNING PROCESS
Leverage the process
used to create capability
roadmaps to obtain
a deeper shared
understanding of
strategic business goals.
612 Weeks (Depending on Business Area Scope)
Current Business
Capability
Current
Solutions
Capability
Roadmap
Strategy
Identication
Future Business
Capability
Future
Solution
Business Value Add
Strategic discussions are
focused on long-range
business priorities.
Business Value Add
Current state evaluation
enables capability
prioritization.
Business Value Add
Consensus and buy-in on
future state solutions are
achieved.
Business Value Add
IT investments are clearly
aligned with business
priorities.
Output

Strategy on a Page
Outputs

Solution Evolution Plan

Capability Roadmap
Outputs

Capability Model

Capability Prioritization
Output

Current State Architecture
Outputs

To-Be Capability Map

Capability Gap
Assessment

To-Be Process Framework
Outputs

Solution/Capability Map

Target Architecture
See Implementation Guide,
pp. 8285.
-CEB
IT PRACTICE
FAFC6325010SYN
1. LINKING BUSINESS STRATEGY
TO CAPABILITIES
Illustrative
Shift the dialogue
between the IT liaison
and business owner away
from projects and toward
long-term plans.

Mercks EA group uses the
Business Journey Storyboard
to surface pain points.

The Strategy on a Page
Template articulates a set
of business imperatives that
EA can map to relevant
capabilities.
Strategy on a Page
FINANCE
DO frame business goals in key
stakeholder experiences to help
business partners articulate pain
points.
DONT let the absence of
documented strategy serve
as a barrier to capability
roadmapping.
Business Journey Storyboard
2012 Experience
I have one source I can go to for my annual-planning needs,
and I know the data is correct.
Strategic and Tactical Financial Planning
2010 Experience
Its dicult to create annual plans because the budget data I
need comes from multiple sources, and Im not always sure its
accurate.
Optimize corporate performance
through strategic nancial
planning.
What we desire to accomplish
Business
Drivers and
Goals
Business
Capability
Annual-planning time reduced
while increasing accuracy in
forecasting.
How we know weve achieved
the goal
Outcomes
Dene and adopt a standard
global-planning, budgeting, and
forecasting process utilizing a
common data source.
Actions we need to take to
accomplish the goal
Business
Imperatives
pp. 8687.
-CEB
IT PRACTICE
FAFC6325010SYN
2. ESTABLISHING CAPABILITY TARGETS
Finance Capability Realization (Total Budget $9 M)
Illustrative
Put capability target
choices into nancial
terms to help business
partners make better
investment trade-o
decisions.

Mercks EA group researches
industry capability models
and standards to help
business partners assess
current maturity and
identify targets.

Rely on business partners
internal assessments
and maturity goals when
industry benchmarking is
not warranted.
Business partners
always want more than
budgets allow. Its our
job to help them assess where
they need to be industry leaders
and where its okay to meet the
industry standard by illustrating
the business costs and technical
costs.
Paula Kowalczyk
Senior Director, Business and Solutions
Architecture
Merck & Co., Inc.
Capability Target Assessment Criteria
Mercks EAs work with business partners to force trade-os between cost and capability
targets across the following four dimensions:
1. People: Skills needed to support new capabilities and/or process improvements
2. Process: Level of process maturity and standardization required
3. Information: Quality and completeness of data required
4. Technology: Availability of tools that provide end-to-end support
Current Range of Capability Maturity
Average Capability Maturity
Initial Capability Target
Reset Capability Target
Capability
Below Industry
Standard (IS-)
Industry Standard
(IS)
Industry Leader
(IL)
Distinctive Leader
(DL)
Strategic and
Tactical Financial
Planning
Accounting
to Reporting
Treasury and
Capital Management
$2.5 M $4 M
$3 M $1.5 M
$5 M
pp. 8892.
-CEB
IT PRACTICE
FAFC6325010SYN
3. SETTING CAPABILITY REALIZATION
HORIZONS
Implementation Scenarios
Illustrative
Help business partners
understand the business
and technology
implications of dierent
paths to the target state.

Create implementation
scenarios that enable certain
capabilities before the target
state is reached.
DO present business partners
with alternative paths to reaching
the target state that they can
choose from.
DONT assume theres only one
right path to the target state.
Year 0 Year 1 Year 2 Year 3
Current State Interim State Interim State Target State Feasibility Assessment
S
c
e
n
a
r
i
o

A

Current state
evaluation

100% of capabilities
realized

New applications
rolled out

Legacy applications
decommissioned
L M H
Cost
Legacy
Life Span
Complexity
Business
Urgency
Time to
Delivery
S
c
e
n
a
r
i
o

B

Current state
evaluation

Capability 1
urgency: low

Capability 2
urgency: moderate

Capability 2
realized

realized

Legacy applications
decommissioned
Cost
Legacy
Life Span
Complexity
Business
Urgency
Time to
Delivery
S
c
e
n
a
r
i
o

C

Current state
evaluation

Capability 1
urgency: high

Capability 2
urgency: moderate

Capability 3
urgency: low

Capability 1 realized

Capability 2
realized

realized

Legacy applications
decommissioned
Cost
Legacy
Life Span
Complexity
Business
Urgency
Time to
Delivery
-CEB
IT PRACTICE
FAFC6325010SYN
4. DRIVING APPLICATION RATIONALIZATION
Business Unit RoadmapProgram and Capability Views
Illustrative
Explicitly link programs
to business capabilities
to ensure application
retirement goals are
being met.

Key program milestones
mark occasions for major
reductions in now redundant
applications.

The roadmap identies all
applications supporting a
business capability.

Interim and target state
goals for application
retirement are captured in
the out years.
Program Key
Concept/Preparation
Design
Construction
Capability Key
Current Solution (Primary/Total Number Applications Used to Support Capability)
Planned Solution
Solution Being Considered
Rollout
Multiple: Concept Through Rollout
Program Being Considered
Symbol Key
Extends Before Timeline
Extends After Timeline
Transition Between Phases
Fixed Phase Start
Fixed Phase Completion
Milestone
Program 2
Program 3
Program 5
Program 4
Program 1
Geo 1 Geo 2 Geo 3 Geo 4 Geo 5
2007
Jan. Jan. Jan. Jan. Apr. Apr. Apr. Apr. Apr. July July July July July Oct. Oct. Oct. Oct. Oct.
2008 2009 2010 2011
Capability 1 (5) (3) (2)
Capability 3 App. C (3) (2)
Capability 5 (1) ERP (1)
Capability 6 App. H (9) (2) ERP (5)
Capability 7 App. M (15) (3) ERP (4)
Capability 4 (4) (3) (1) (0)
Capability 8 App. Z (44) (19) ERP (20) (5)
Capability 2 App. A (6) (5) ERP (3) (1)
(43)
Programs
Business Capabilities
-CEB
IT PRACTICE
FAFC6325010SYN
5. MANAGING DEMAND
Demand Management Decision Tree
Use the capability
roadmap to manage
demand by reconciling
new project requests
against established goals.
We had new
technology requests
coming in from all over
the place. The roadmap allowed
us to stop demand for two years.
Now we have a plan, and when a
new request comes in, we can
assess if and how it ts within
that existing plan.
Stacie Kyle
IT Account Executive
Merck & Co., Inc.
Already on
roadmap?
Business
Request: New
Imperative
Yes.
Adjust timing?
No.
Aligned
to strategy?
No.
Yes.
Forward?
No.
Yes.
Yes.
Aligned to
capability?
No.
Review trade-os (what comes o/
gets delayed?) and adjust roadmap.
Yes.
Review trade-os (what comes o/
gets delayed?) and adjust roadmap.
No.
No.
Add capability?
Yes.
Include capability in roadmap,
identify solutions, and make trade-os.
Yes.
Existing
solution?
pp. 9394.
-CEB
IT PRACTICE
FAFC6325010SYN
RESULTS
Net Reduction in Applications
Indexed
Capability roadmaps
enable Merck to simplify
the portfolio and shift
funds from maintenance
to strategic investments.
IT Budget Allocation
Percentage of Total IT Spend
2003 2010
(Projected)
Strategic Investments
M&O
2008 2009 2010
(Projected)
= 5%
= 15% 100
95
81
23%
35%
-CEB
IT PRACTICE
FAFC6325010SYN-CEB
IT PRACTICE
FAFC6325010SYN
KEY TAKEAWAYS
1. Use capability roadmaps to achieve a deeper shared understanding of longer-term strategic
business goals. Too often, conversations with the business focus on short-term, technology solutions. By
broadening the conversation to include people, process, and technology, capabilities can achieve a more
holistic understanding of the underlying need.
2. Give business partners exibility when developing a capability roadmap by presenting them with
multiple paths to the target state. To facilitate better trade-o decisions, make sure they understand the
nancial implications of capability improvement choices.
3. Involve business partners in the roadmap creation process to increase their ownership of and
accountability for specic roadmap outcomes. By tying roadmap milestones to application retirement
and demand management objectives, getting business buy-in to more ITcentric goals becomes easier.
-CEB
IT PRACTICE
FAFC6325010SYN-CEB
IT PRACTICE
FAFC6325010SYN
IMPLEMENTATION GUIDE OVERVIEW
The Master-
Planning Process

Master-Planning Methodology,
pg. 82

Master PlanningDenition,
pg. 83

Master PlanningDeliverables
and Responsibilities, pg. 84

Business and Solutions
Architect/Strategist Job
Description, pg. 85
Linking Business
Strategy to Capabilities

Business Context Summary,
pg. 86

Strategy on a Page Template,
pg. 87
Establishing
Capability Targets

Enterprise Business Capability
Model, pg. 88

Capability Maturity-Level
Denitions, pg. 89

Capability Gap Analysis, pg. 90

Capability Gap Self-
Assessment, pg. 91

Capability Gap Analysis
Template, pg. 92
Managing Demand

Business Capability Roadmap
(Executive View), pg. 93

Business Capability Roadmap
(High-Level Planning View),
pg. 94
-CEB
IT PRACTICE
FAFC6325010SYN
MASTER-PLANNING METHODOLOGY
The EA Team Engages IT Liaisons to Create the Business Capability Roadmap for Achieving the Future State Vision
A
c
t
i
v
i
t
y
1. Understand the
Business Context/
Environment
2. Assess and Prioritize
Business Processes
and Capabilities
3. Assess and Prioritize
IT Solutions
4. Make Recommendations
and Develop Roadmap
Why do we need to change? What needs to change? How do we make these
changes?
When and where do we
make these changes?
Key Information
Business intent (goals,
business imperatives,
measures)
Key Information
Current, future business
processes, gaps, improvement
opportunities
Key Information
Current IT landscape, high-
level IT future landscape,
gaps, improvement
opportunities
Key Information
Recommendations, business
plan (to transition to future
state), high-level business
case
B
u
s
i
n
e
s
s

V
a
l
u
e

A
d
d
Mutual agreement on
goals, measures, and
business priorities

Denition and alignment
around the future business
state

Understanding around the
current solution state

Denition and alignment
around the future solution
state

Prioritized initiatives based
on alignment with business
intent

Investment concentrated
on high-value projects
-CEB
IT PRACTICE
FAFC6325010SYN
MASTER PLANNINGDEFINITION
Scope By Division/Business Area
Horizon Long-term, two- to ve-year view
Objectives Deliver long-term view of business capabilities and processes required to meet strategic business priorities and potential solutions that meet
business needs. Ensure alignment of business and IT strategies.
Major Activities 1. Understand Business Context/Environment (Business Strategy)
Validate business strategy and priorities.
Validate and identify business imperatives.
Understand desired outcomes.
2. Assess and Prioritize Business Processes and Capabilities
Identify required processes and business capabilities.
Evaluate eectiveness of business processes and capabilities.
Identify high-level information needs.
Identify gaps and/or improvement opportunities for a process and/or capability.
Determine business process and capability priorities.
3. Assess and Prioritize IT Solutions
Map current IT applications to business capabilities.
Document current IT solution landscape.
Evaluate eectiveness of current IT solutions.
Identify gaps and/or improvement opportunities for IT.
Determine solution priorities.
Develop future IT solution recommendation for the capabilities.
Create high-level conceptual application landscape arranged by business capability.
4. Make Recommendations and Develop Business Capability Roadmap
Develop business capability roadmap.
Develop business case.
-CEB
IT PRACTICE
FAFC6325010SYN
MASTER PLANNING DELIVERABLES AND RESPONSIBILITIES
Activity Primary Role Deliverables
Master Planning Account Management/
Business Architecture

Strategy on a Page

Gaps in Capabilities

Business Capability RoadmapTwo- to Five-Year View
Master Planning Business Architecture

Business Interaction Models

Process Models

Capability Models
Master Planning Enterprise Architecture Planning

Capability Gap Assessment Against Current Systems

Future State Solutions Aligned to Capabilities

Current and Future IT Landscapes (Conceptual View)

Business Capability RoadmapTwo- to Five-Year View
-CEB
IT PRACTICE
FAFC6325010SYN
BUSINESS AND SOLUTIONS ARCHITECT/STRATEGIST
JOB DESCRIPTION
Excerpted
Primary Activities
Primary Activities Include, but Are Not Limited to the Following:

Serve as the senior leader of business and solutions architecture for Merck, focused on the enterprise domain.

Provide cross-organizational leadership to ensure that business and solution architectures developed within and by the corporations functional areas are aligned to a single
enterprise future state.

Serve as a member of the Merck architecture design team providing architecture leadership and governance across the company.

Lead a team of senior business and solutions architects that engage with all areas of the IT and business community to develop current and future state architectures.

Provide solutions architecture leadership for the companys most strategic, large, and complex business initiatives.

Work with and promote a community of enterprise, divisional, and international architects.

Study external, commercial solutions, and develop strategies for development and adoption.

Conduct capability benchmarking research to identify industry standards and help business partners set capability targets.
Knowledge/Experience/Skills

Bachelors degree or equivalent

Fifteen years of relevant work experience with demonstrated expertise in complex architecture development and business change

Demonstrated understanding of business process reengineering (BPR) is critical; must understand the business needs and interpret data gathered for the IT organization;
in-depth skills in IT architecture and business process; strong skills in information, technology, and systems development

Capacity to think strategically; capable of applying BPR skills to complex problems to develop, articulate, and build support around a long-term vision and deliver concepts
with quantiable business value in support of that vision

Demonstrated record in assessing and leveraging information technologies

Demonstrated leadership in achieving shared objectives in a matrixed organization, coordinating projects and services across national boundaries, and building eective
cross-functional teams

Ability to quickly develop relationships with line of business executives and build credibility with domain leaders

Eective communicator with a strong customer service orientation; communicate eectively with internal management and external providers and suppliers; ability to
lead and inuence senior professionals; ability to develop, articulate, and build support around a long-term vision and deliver concepts with quantiable business value in
support of that vision

Team player who collaborates well with peers, subordinates, and superiors

High personal integrity, credibility, and energy
-CEB
IT PRACTICE
FAFC6325010SYN
BUSINESS CONTEXT SUMMARY
Business Strategy
Illustrative
Business Strategy
Business Goals Business Outcomes Business Imperatives
Provide stakeholders with accurate, timely, and
compliant nancial information in an eective
and ecient manner through the use of global
standard processes, information, and systems.
Realized by
Key Measures
Deliver on the 15 measurable
outcomes as dened by the
Finance Strategy Council.
Delivered by
Key Actions
Eliminate complexity and redundancy
in processes and systems to drive
operational eciencies.
Business Capabilities
Capability Priorities Solution Imperatives
Engage operational teams to enable rationalized accounting to
reporting and nancial-planning capabilities.
Deliver an above market endstate solution.
IT Investments
IT Roadmap IT Program Portfolio
2009 2010 2011 2012
US
EMEAC
A/PA
LA
MX/PR
? ?
Funded by
Business strategy is enabled by:
Business capabilities are enabled by:
Delivered by
Key Solutions
-CEB
IT PRACTICE
FAFC6325010SYN
STRATEGY ON A PAGE TEMPLATE
Forecasting, Planning, and Reporting Strategy
Business Drivers and Goals (What We Desire to Accomplish)
Outcomes (How We Know Weve Achieved the Goal)
Imperatives (Actions We Need to Take to Accomplish the Goal)
Reduce annual-planning time while
increasing forecasting accuracy.
Optimize company performance

through strategic nancial planning.

Dene and adopt a standard global
planning, budgeting, and forecasting
process utilizing a common data source.
Integrate nancial-planning process
with demand-planning process.
-CEB
IT PRACTICE
FAFC6325010SYN
ENTERPRISE BUSINESS CAPABILITY MODEL
Illustrative
S
u
p
p
l
y

C
h
a
i
n
T
e
c
h
n
o
l
o
g
y Enterprise Knowledge Management Platform Enterprise Platform
Enterprise Information Management
Infrastructure and Operations
Network Services
B
u
s
i
n
e
s
s

O
p
e
r
a
t
i
o
n
s
Planning
Business Transformation Legal HR Management
Strategy
Business
Analytics
Corporate
Services
Execution
Management
Global Public
Policy
Global Security
and Risk Procedure Goods
and Services
Asset Management
Global Communications IT Mgmt.
Engineering Design/Execution
Business Service Mgmt. Finance
Accounting to Reporting
Treasury and Capital Mgmt.
Financial Governance and Risk Mgmt.
L
e
v
e
l

Z
e
r
o
Level One
Level Two
Level Three
R
e
s
e
a
r
c
h

a
n
d

D
e
v
e
l
o
p
m
e
n
t
-CEB
IT PRACTICE
FAFC6325010SYN
CAPABILITY MATURITY-LEVEL DEFINITIONS
For formal industry
benchmarking, Merck
brings in outside
expertise to provide
an objective point of
reference and identify
capability gaps.

External consultants provide
their experience working
with other players in the
space as well as their own
views on the future of the
industry.
Below Industry
Standard
Industry
Leader
Industry
Standard
Distinctive
Leader
Capabilities are not in
line with industry and
do not adequately
support business
needs.
Capabilities are on
par with industry and
support business needs,
but there is opportunity
for improvement.
Capabilities inuence
the future direction
of the industry and
support current and
future business needs.
Source: Deloitte LLP.
-CEB
IT PRACTICE
FAFC6325010SYN
CAPABILITY GAP ANALYSIS
Illustrative
Patient
Recruitment
and Compliance

Investigators primary channel for patient
recruitment

Not leveraging technological advances to help
target and retain patients

Use advances in technology to improve patient
enrollment and increase patient compliance during
trials (e.g., cellphone alerts, sensing technology).

Use new sources of data (EHR, claims) to target
patients and boost recruitment.
Capability 2
Description of current capability maturity level

Description of future capability maturity level
Capability 3

Description of current capability maturity level

Description of future capability maturity level
Current State
Future State
Relative Gap
Below Industry
Standard
Industry
Leader
Industry
Standard
Distinctive
Leader
Capability
-CEB
IT PRACTICE
FAFC6325010SYN
CAPABILITY GAP SELF-ASSESSMENT
Illustrative
Rank IS (-) IS IL DL
1 Capability A
2 Capability B
3 Capability C
4 Capability D
5 Capability E
6 Capability F
7 Capability G
8 Capability H
9 Capability I
10 Capability J
11 Capability K
12 Capability L
13 Capability M
14 Capability N
15 Capability O
Current State
Average Capability Maturity
Future State
IS(-) = Below Industry Standard
IS = Industry Standard
IL = Industry Leader
DL = Distinctive Leader
Rank = Relative Importance
of Capability to Achieving
Business Goal
-CEB
IT PRACTICE
FAFC6325010SYN
CAPABILITY GAP ANALYSIS TEMPLATE
Strategic and Tactical Financial-Planning Capability Gaps
Illustrative
Imperative (Drivers and Pain Points) Description of Capability Gap Aected Capabilities Rationale (Why This Is Critical)
1. Dene and adopt a standard global
planning, budgeting, and forecasting
process utilizing a common data
source.
Disparate processes and
inconsistent hierarchy
denitions cause ineciencies
and complexity during planning
cycles.
Annual Budget
Development
Long-Range
Operating Plan
Development
Financial
Forecasting
Long-Range Entity
Plan Development
A standard process will improve
eciencies and cycle times, reduce
iterations, and allow for a greater
focus on strategy and planning.
The end result is more accurate
and timely forecasts.
2.
3.
4.
-CEB
IT PRACTICE
FAFC6325010SYN
BUSINESS CAPABILITY ROADMAP (EXECUTIVE VIEW)
Illustrative
2010 2011 2012
Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
C
a
p
a
b
i
l
i
t
i
e
s
A
c
c
o
u
n
t
i
n
g

t
o

R
e
p
o
r
t
i
n
g
S
t
r
a
t
e
g
i
c

a
n
d

T
a
c
t
i
c
a
l

F
i
n
a
n
c
i
a
l

P
l
a
n
n
i
n
g
Financial Process Stabilization Enhancement of Close and Consolidation Capability
Inter-Company Prot Elimination
Legal Entity Integration (Tier 1)
Enablement of ERP Platform Adoption in US and NA
Enablement of Interim States (ASPAC)
Reg./Div./Corp. Financial Forecasting
Reg./Div./Corp. Budgeting Implementation
Long-Range Planning Implementation
Entity Planning
Financial and Supply Chain Forecast Alignment
Local Budgeting GSF
Local Planning Local Budgeting Implementation
Enablement of ERP Platform Adoption in EMEA
Achieving Synergies Through Ecient Legal Entity Structure
-CEB
IT PRACTICE
FAFC6325010SYN
Enable One Integrated System
BUSINESS CAPABILITY ROADMAP (HIGH-LEVEL PLANNING VIEW)
Illustrative
2008 2009 2010 2011 2012
Capabilities Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1Q4 Q1Q4
Strategic
and Tactical
Financial
Planning

Channels
Dashboard/
Analytics
Resource
Planning
Enable Budgeting
Capability
Enable Planning Capability
Integrated View Across
Budgeting and Forecasting
Renement of 360-View
to Provide Actionable
and Meaningful Data Establish Platform
Alpha for Budgeting
Converge Environments
and Enable Forecasting
Capability
Begin Laying Foundation
for Information Sharing
Consolidate USP
Consumer Call Centers
Consolidate FIN E-Mails
to a Single Engine
Scale Web to Support
Global Portfolio of
Products
Evolve Web Sites
(Product/Portals) to New
Technology Platform
Initial Deployment of
Planning, Budgeting, and
Resource Management
Capabilities
Alignment and Structure
Integrated with New
Platform
Converge Budget
Analytics to Provide
Consolidated View of
FIN Data
One-Stop Shop for
Reporting
Steward FIN Information
Across Fields and Channels
Enhance Performance Metrics
New Web Strategy
Enabled
Establish Analytics
Warehouse
Establish Product Metrics
Realign FIN Process
Level 3 Processes Dened Integrated
Strategy and Planning
Global Web Platform
Selected
Dependency
Key Milestones
FIN Master Established
Establish Performance Metrics
-CEB

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Enhancing Roadmap Actionability 69

ENTERPRISE ARCHITECTURE EXECUTIVE COUNCIL

Optimize company performance

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