Business Architecture
at
John Hancock
(Practitioner Perspective)
Piyush Bhatnagar
Sr. Director, Business Architecture
Email: pbhatnagar@jhancock.com
Manulife Financial Corporation operates as John Hancock in the United States, and Manulife in other parts of the world.
Agenda
About John Hancock
Business Architecture at JH Background
Success Story
Key Success Factors
Lessons Learned
2
About John Hancock
Who we are
Offering a solid foundation for the financial
future of our Clients
Started in 1862, the name John Hancock, one of
our nation's forefathers and the inspiration for
our company, has long stood for integrity and
commitment
Today, a well established financial services leader
by operating as the U.S. unit of Manulife
Financial, a leading Canadian-based financial
services group serving the financial needs of
millions of customers in 22 countries and
territories worldwide
Our Financial Focus
John Hancock's core retail products in the U.S. focus
on providing financial solutions at every stage of our
clients' lives. We distribute our products primarily
through licensed financial advisors, and through John
Hancock Financial Network, a national network of
independent firms
Our Social Focus
Focuses on making a difference - in our community, in
the lives of our employees, and for the environment
- Sponsor of Boston Marathon
- Our commitment to the environment: Congress
Street headquarters in Boston. Our state of the art
building won the American Institute of Architects'
Building Award of Excellence, and received the EPA
energy star
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3
About John Hancock
Products we offer
•
401(k) Plans
•
A leader in the 401(k) market. John Hancock,
we make plans work.
•
College Savings
529 Savings plans help individuals and
families save for college with the freedom to
choose the investment strategy and plan
that fits their needs
•
Mutual Funds
First home. College for children. A comfortable
retirement. These are just some of the reasons
to invest.
•
Life Insurance
A comprehensive portfolio of innovative insurance
products designed to provide you with estate,
business and retirement planning solutions
Long Term Care
Helping to protect your assets, your
independence, and your family's well-being
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Business Architecture at JH - Launch and Mobilize
Pre Business Architecture
2
1
1
BA - Launch and Mobilize
2011-2013
• JH engaged IBM to
create a BCM for one
line of business
• JH Life application
roadmap initiative
introduced IBM BCM
• CTO & JH Annuities
created a draft BCM
for Annuities
operations but it was
not vetted with
business
3
2
BA - Research and Define
4
May 2013
• Business Architect roles
created within CTO and
aligned to:
- Wealth Management
- Protection
- Enterprise Apps &
JHFN
5
6
3
BA - Engage and Plan
7
June – Aug 2013
• Top down approach,
started roadshows
with Business Leads
8
BA – Adopt and Expand
9
4
10
11
June 13– May 2014
• Business Architects
started getting
involved in projects
What Worked
Challenges
Got actively engaged across a
broad spectrum of efforts as:
Subject Matter Expert
- Architecture Resource
- Relationship Manager between
Stakeholders
Consultant
- Advisor to delivery team
- Liaison to Chief Architect and CTO
practices
- Lack of direct Stakeholder
engagement
- No formally defined partnership
with Strategy Owners
- Business Architecture role not
properly communicated or
understood by Stakeholders
- New and unfamiliar deliverables
and practices of Business
Architecture in the Organization
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Business Architecture at JH- Research and Define
Pre Business Architecture
BA - Launch and Mobilize
2
1
5
Jan 2014
• Enterprise Business
Architecture COE was
created
3
BA - Research and Define
4
6
5
2) Establish best practices
for leveraging Business
Architecture strategy to
define execution roadmaps
aligned to strategic business
outcomes
6
7
8
BA – Adopt and Expand
9
10
11
March - April 2014
• Industry research for following reference frameworks was performed :
• IBM, TOGAF, Business Architecture Guild
• Participated in BA Innovation Summit ‘14
Key Takeaways
• Goals of COE were:
1) Establish common and
consistent Business
Architecture methodology
and framework across the
corporation to enhance
business agility.
BA - Engage and Plan
Should Practice be called Business
Architecture ?
It doesn’t matter if it is not called Business Architecture.
Few Organizations were using terms like Business Strategy
Where should BA Practice Reside ?
Its ideal to have BA Practice close to Business but it can
start anywhere, IS or Business
How long does it take for BA practice
to start demonstrating value ?
On average it takes 2-3 years to raise awareness and start
demonstrating value
What approach should we take, Top
down or Bottom up for Business
Architecture practice development?
Business sponsorship at highest possible level works
better. Starting in the middle can be followed to
demonstrate value and promote BA
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Business Architecture at JH - Engage and Plan
Pre Business Architecture
2
1
7
BA - Launch and Mobilize
May 2014
3
8
BA - Research and Define
4
5
6
BA - Engage and Plan
7
8
BA – Adopt and Expand
9
10
11
2014
BA Practice
• Business
• BA rollout plan
Architecture
was developed
practice was moved
under JH IS Shared • BA services
Services
were identified
and interaction
• There was change
model was
in Business
developed
Architecture
approach
• Approach for BA
Knowledgebase
• Engagement
development
with Stakeholders
was finalized
to demonstrate
value became main
focus
Best Practice
Business
Strategies &
Goals
Continuous
engagement
with stakeholders
Knowledge Base
Industry
Trends
BA Vision, Mission
and Objectives
BA - Roles and
Responsibilities
Interaction Model
Governance
Model
BA Processes
BA Tools and
Technology
BA Practice
Development Plan
Stakeholder Analysis
Communication
Business
Architecture
Services
Develop Business
Blueprints
Opportunities
Assessment
7
Business Architecture at JH – Adopt and Expand
Pre Business Architecture
BA - Launch and Mobilize
2
1
9
2014 -2015
• Started Communication and
Roadshows to raise
awareness:
• What Business
Architecture is
• Services offered by
BA Practice
3
BA - Research and Define
4
10
5
Beyond 2015
BA - Engage and Plan
6
7
11
8
BA – Adopt and Expand
9
10
11
Beyond 2015
• Plans to demonstrate
value provided by BA as
per Stakeholder needs,
so that BA adoption
becomes easy
• Plans to expand
Business Architecture
practice by adding more
resources at various
levels
• Plans to make Business
Architecture a part of
SDLC
• Plans to share JH BA
Practice model with
enterprise and continue
expansion in other areas
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Business Architecture at JH - Success Story
Distribution BU - Business Architecture Role transformation
(5)
Business Architecture
Introduced
(4)
Business Architect as
Key Point Person
(3)
Business Architect as
Facilitator for
Strategy Creation
(1)
BA as Relationship
Manager

BA focused on key
business initiatives
starting at IS

BA had limited
exposure to
Business
Stakeholder
(2)
BA as Business
Consultant
 BA started facilitating
strategy sessions
 BA got involved in order
to review financial plan
 Created field
communication deck
based on strategic
discussions
 Served as consultant for
Business strategy
creation approach
 Utilized technology for
team collaboration
 Attended offsite field
communication meeting
and got first hand
exposure and feedback
Utilized Strategy Mapping Frameworks
•
•
•
•
Proposed plan to
establish Strategic
Management as
Capability
Launched short term
Initiatives aligned with
stated strategy
•
BA provided templates
for Scope, Objectives,
Key Success Factors
Introduced concepts of
Business Architecture
and how blueprints can
be useful
•
Started developing
Capability Maps and
Value Streams
Separate track started
to define Business
Model including Vision,
Mission and Services
Plans to utilize other BIZBOK provided BA
Artifacts like Scenario Analysis, Building
Business Blueprints
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Business Architecture at JH – Other Initiatives
Initiative
Outcome
Capability Assessment
•
•
•
Perform Gap Analysis
Assess People, Process and Technology
Produce future state, roadmap and implementation plan
•
•
Research specific vendors and their offerings
Research Industry Trends
•
•
•
Provide input to project management
Support Solution Architect and Technical Lead
Provide technical guidance
•
Produce capability based plan for application rationalization
•
•
Produced Project portfolio to capability mapping
Produced Strategy to capability mapping
Currently working with BU to assess particular capability
Business Research
Researched Industry trends for stated Business
Objective
Business Initiative Assessment
Provided consulting on Major Business Initiative as a
SME
Application Portfolio Rationalization
Developed criteria to assess technical health, business value,
and business capability for application rationalization planning
PMO Projects Portfolio Analysis
Assessed projects by business capabilities
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Business Architecture at JH – Key Success Factors
Business Architecture
Competency
Stakeholder Assessment
and Engagement
Communication
Flexibility
 Facilitation, Communication, Relationship Building skills
 Different Needs and Pain Points
 Analysis and Value Prop specific to Stakeholder
 Continuous Engagement




What Business Architecture is and what it isn’t
Value Proposition
Services Offered
Success Stories
 Practice should be flexible


How it engages the business
Tools and approaches used
 Not necessarily always leading with capability mapping
 To adapt to changing business needs and not sticking to just BA point of view
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Business Architecture at JH – Lessons Learned
 Business Blueprints - Value to Business:
 Use capability maps and value streams as Business Architect’s Assets
 Develop BCM at BU level and then try to consolidate at enterprise level, instead of
starting top down
 Vet or develop capability maps as a part of business initiatives engagement i.e. a
few capabilities at a time
 Capability Based Planning:
 Build BCM and value streams for smaller BU and demonstrate value provided by
capability based planning
 Business Ownership and Involvement:
 Business Architecture can’t happen in silo
 Need to see as a team effort, Business People involved
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Thanks!!
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