- Sports leadership requires a unified and validated view of sports leagues business capabilities that help CIOs and sports leadership accelerate the strategy design process and that aligns initiatives, investments, and strategy.
- The business and IT often focus on a project, ignoring the holistic impact and value of an overarching value stream and business capability view.
Our Advice
Critical Insight
Using an industry-specific reference architecture is central, and has many benefits, to organizational priorities. It’s critical to understanding, modeling, and communicating the operating environment and the direction of the organization, but more significantly, to enabling measurable top-line organizational outcomes and the unlocking of direct value.
Impact and Result
- Demonstrate the value of IT’s role in supporting your sport's organizations capabilities while highlighting the importance of proper alignment between organizational and IT strategies.
- Apply reference architecture techniques such as strategy maps, value streams, and capability maps to design usable and accurate blueprints of your sports league operations.
- Assess your initiatives and priorities to determine if you are investing in the right capabilities. Conduct capability assessments to identify opportunities and to prioritize projects.
Sports League Business Reference Architecture Guide
Business Capability Maps, Value Streams, and Strategy Maps for Sports Leagues
Analyst Perspective
In the age of disruption, IT must end misalignment and enable value realization.
A business reference architecture is used in a variety of strategic planning initiatives and connects strategy to execution in a manner that is accurate and traceable and promotes the efficient use of organizational resources.
An industry business reference architecture helps accelerate your strategy design process and enhances IT’s ability to align people, process, and technology with key business goals, outcomes, and initiatives.
Using an industry specific reference architecture is central, and has many benefits, to organizational priorities. It’s critical to understanding, modeling, and communicating the operating environment and the direction of the enterprise.
Sports Leagues that leverage a validated view of their business capabilities that aligns initiatives, investments, and strategy are able to realize measurable top line business outcomes and the unlocking of direct and indirect value.
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Elizabeth Silva
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Executive Summary
Your Challenge
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Common Obstacles
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Info-Tech’s Approach
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Info-Tech Insight
Using an industry-specific reference architecture is central, and has many benefits, to organizational priorities. It’s critical to understanding, modeling, and communicating the operating environment and the direction of the organization, but more significantly, to enabling measurable top-line organizational outcomes and the unlocking of direct value.
Reference Architecture Framework
Overarching Insight
Using an industry-specific reference architecture is central and has many benefits to organizational priorities. It's critical to understanding, modeling, and communicating the operating environment and the direction of the enterprise, and more significantly, to enabling measurable top-line business outcomes and the unlocking of direct value.
Determine your organizational priority.
Many organizational priorities are dependent on an understanding of how the organization creates value and the organization's capabilities and processes.
Examine organizational opportunities through the lens of business, information/data, applications & technology.
Your understanding of your organization's business capabilities, processes (rules & logic), information/data, and architecture will identify organizational opportunities to create value through reduced costs or increased revenues and services.
Follow Info-Tech's methodology to enable organizational outcomes and unlock direct value.
Your approach indicates the scope of your modernization initiatives.
Build your organization's capability map by defining the organization's value stream and validating the industry reference architecture.
Use business capabilities to define strategic focus by defining the organization's key capabilities and developing a prioritized strategy map.
Assess key capabilities for planning priorities through a review of business processes, information, applications, and technology support of key capabilities.
Sustain capability-based strategy planning through ongoing identification and roadmapping of capability gaps.

Industry Overview: Sports LeaguesSports leagues within North America and APAC are essentially the “master company” of the various teams, known as franchises. Franchises are only able to operate under their respective leagues, therefore teams do not play games against those within other leagues. North American and APAC leagues are organized in a closed league system. Formula One has also been described to be a closed league. Closed league sports are sometimes considered a form of sport monopoly where value appropriation is present. Value appropriation is "related to advertising activities, which aim to capture value by improving competence in offering existing products or services." (Heldt, 2021) Sports leagues with Europe act as a governing body that clubs (teams) of all levels belong to. Clubs are promoted to different leagues or divisions within the European system based on high- or poor-quality performance. Clubs are also able to play matches inside and outside of the league. European leagues are organized in an open league system where value creation is present. Value creation is "related to new product development and research and development activities, which aim to create superior value for fans by developing products or services.“ (Heldt, 2021) ![]() Figure above: Value Stream for Sports Leagues |
Sports Leagues, Franchises & Clubs
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Differences in closed and open sport leagues
Closed League (NA & APAC) | Open League (Europe) | |
League System |
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League Functions |
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Competition Between Teams/Clubs |
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Competition Between Leagues |
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Player Market |
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Revenue Sharing |
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Competition Policy |
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Business Value Realization
Business value defines the success criteria of an organization as manifested through organizational goals and outcomes, and it is interpreted from four perspectives:
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Business Value Matrix![]() |
Value, goals, and outcomes cannot be achieved without business capabilities
Break down your business goals into strategic and achievable initiatives focused on specific value streams and business capabilities.
Sports League Business Capability Map
Business capability map defined…
In business architecture, the primary view of an organization is known as a business capability map.
A business capability defines what a business does to enable value creation, rather than how. Business capabilities:
- Represent stable business functions.
- Are unique and independent of each other.
- Typically will have a defined business outcome.
A business capability map provides details that help the business architecture practitioner direct attention to a specific area of the business for further assessment.
Info-Tech Insight
Open and closed leagues may create value differently; however, the value streams, chains, and capabilities that create value remain the same, as the execution of those capabilities is what's different.
Glossary of Key Concepts
A business reference architecture consists of a set of models to provide clarity and actionable insight and value. Typical techniques and terms used in developing these models are:
Term/Concept | Definition |
Industry Value Chain | A high-level analysis of how the industry creates value for the consumer as an overall end-to-end process. |
Business Capability Map | The primary visual representation of the organization’s key capabilities. This model forms the basis of strategic planning discussions. |
Industry Value Streams | The specific set of activities an industry player undertakes to create and capture value for and from the end consumer. |
Strategic Objectives | A set of standard strategic objectives that most industry players will feature in their corporate plans. |
Industry Strategy Map | A visualization of the alignment between the organization’s strategic direction and its key capabilities. |
Capability Assessments | Based on people, process, information, and technology, a heat-mapping effort that analyzes the strength of each key capability. |
Capability | An ability that an organization, person, or system possesses. Capabilities are typically expressed in general and high-level terms and typically require a combination of organization, people, processes, and technology to achieve. |
Tools and templates to compile and communicate your reference architecture work
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The Sports League Business Reference Architecture Template is a place for you to collect all of the activity outputs and outcomes you’ve completed for use in next steps.
Download the Sports League Business Reference Architecture Template |
Info-Tech’s methodology for reference architecture
1. Build your organization’s capability map | 2. Use business capabilities to define strategic focus | 3. Assess key capabilities for planning priorities | 4. Adopt capability-based strategy planning | |
Phase Steps |
1.1 Define the Organization’s Value Stream 1.2 Develop a Business Capability Map |
2.1 Define the Organization's Key Capabilities 2.2 Develop a Strategy Map |
3.1 Business Process Review 3.2 Information Assessment 3.3 Technology Opportunity Identification |
4.1 Consolidate and Prioritize Capability Gaps |
Phase Outcomes |
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Info-Tech offers various levels of support to best suit your needs
DIY Toolkit |
Guided Implementation |
Workshop |
Consulting |
"Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful." | "Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track." | "We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place." | "Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project." |
Diagnostics and consistent frameworks used throughout all four options
Guided Implementation
A Guided Implementation (GI) is a series of calls with an Info-Tech analyst to help implement our best practices in your organization.
A typical GI is between 6 to 9 calls over the course of 1 to 4 months.
What does a typical GI on this topic look like?
Phase 1 |
Phase 2 |
Phase 3 |
Phase 4 |
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Call #1: Introduce Info-Tech’s Industry reference architecture methodology. | Call #2: Define and create value streams.
Call #3: Model level 1 business capability maps. |
Call #4: Map value streams to business capabilities. | Call #5: Create a strategy map.
Call #6: Introduce Info-Tech's capability assessment framework. |
Call #7: Review capability assessment map(s).
Call #8: Discuss and review prioritization of key capability gaps and plan next steps. |
Sports League Business Reference Architecture Guide
Phase 1
Build your organization’s capability map
Phase 1 1.1 Define the Organization’s Value Stream 1.2 Develop a Business Capability Map | Phase 2 2.1 Define the Organization’s Key Capabilities 2.2 Develop a Strategy Map | Phase 3 3.1 Business Process Review 3.2 Information Assessment 3.3 Technology Opportunity Identification | Phase 4 4.1 Consolidate and Prioritize Capability Gaps |
This phase will walk you through the following activities:
- Identify and assemble key stakeholders
- Determine how the organization creates value
- Define and validate value streams
- Determine which business capabilities support value streams
- Accelerate the process with an industry reference architecture
- Validate the business capability map
This phase involves the following participants:
- Enterprise/Business Architect
- Business Analysts
- Business Unit Leads
- CIO
- Departmental Executive & Senior Managers
Step 1.1
Define the Organization’s Value Stream
1.1.1 |
IDENTIFY AND ASSEMBLE KEY STAKEHOLDERS |
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Build an accurate depiction of the business.
It is important to make sure the right stakeholders participate in this exercise. The exercise of identifying capabilities for an organization is very introspective and requires deep analysis. |
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1.1.2 |
DETERMINE HOW THE ORGANIZATION CREATES VALUE |
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The first step of delivering value is defining how it will happen.
Use the organization’s industry segment to start a discussion on how value is created for customers. Working back from the moment value is realized by the customer, consider the sequential steps required to deliver value in your industry segment. |
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1.1.3 |
DEFINE AND VALIDATE THE ORGANIZATION’S VALUE STREAMS |
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Unify the organization’s perspective on how it creates value.
Write a short description of the value stream that includes a statement about the value provided and a clear start and end for the value stream. Validate the accuracy of the descriptions with your key stakeholders. |
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Determine how the organization creates value
Begin the process by identifying and locating the business mission and vision statements.
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What is business context?
“The business context encompasses an understanding of the factors impacting the business from various perspectives, including how decisions are made and what the business is ultimately trying to achieve. The business context is used by IT to identify key implications for the execution of its strategic initiatives.” (Source: Business Wire, 2018) |
Define the organization’s value streams
- Value streams connect business goals to the organization’s value realization activities. They enable an organization to create and capture value in the market place by engaging in a set of interconnected activities. Those activities are dependent on the specific industry segment an organization operates within. Value streams can extend beyond the organization into the supporting ecosystem, whereas business processes are contained within and the organization has complete control over them.
- There are two types of value streams: core value streams and support value streams. Core value streams are mostly externally facing: they deliver value to either an external or internal customer and they tie to the customer perspective of the strategy map. Support value streams are internally facing and provide the foundational support for an organization to operate.
- An effective method for ensuring all value streams have been considered is to understand that there can be different end-value receivers. Info-Tech recommends identifying and organizing the value streams with customers and partners as end-value receivers.
Value stream descriptions for Sports Leagues
Value
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Competition Planning & Strategy | Govern Player & Team Market | Distribute Revenue |
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Step 1.2
Develop a Business Capability Map
1.2.1 |
DETERMINE WHICH BUSINESS CAPABILITIES SUPPORT VALUE STREAMS |
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Deconstruct value streams into their component capabilities.
Analyze the value streams to identify and describe the organization’s capabilities that support them. This stage requires a good understanding of the business and will be a critical foundation for the business capability map. |
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1.2.2 |
ACCELERATE THE PROCESS WITH AN INDUSTRY REFERENCE ARCHITECTURE |
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It’s never a good idea to start with a blank page.
The business capability map on the last slide of this phase can be used as an accelerator. Assemble the relevant stakeholders business unit leads and product/service owners and modify the business capability map to suit your organization’s context. |
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1.2.3 |
VALIDATE THE BUSINESS CAPABILITY MAP |
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Crowdsource the capability map validation.
Validate the capability map with the executive team (those who were not included) and other key stakeholders. Use the validation of your business capability map as an excuse to start a conversation regarding the organization’s overall strategy. |
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Develop a business capability map – level 1
- Business architecture consists of a set of techniques to create multiple views of an organization; the primary view is known as a business capability map.
- A business capability defines what a business does to enable value creation and achieve outcomes, rather than how. Business capabilities are business terms defined using descriptive nouns such as “Marketing” or “Research and Development.” They represent stable business functions, are unique and independent of each other, and typically will have a defined business outcome. Business capabilities should not be defined as organizational units and are typically longer lasting than organizational structures.
- A business capability mapping process should begin at the highest-level view of an organization, the level 1, which presents the entire business on a page.
- An effective method of organizing business capabilities is to split them into logical groupings or categories. At the highest level, capabilities are either “core” (customer-facing functions) or “enabling” (supporting functions). As a best practice, Info-Tech recommends dividing business capabilities into the categories illustrated to the right:
Business Capability Map for Sports Leagues
Note: Illustrative Example. To edit and customize this visual please download the corresponding template.
Sports League Business Reference Architecture Guide
Phase 2
Use business capabilities to define strategic focus
Phase 1 1.1 Define the Organization’s Value Stream 1.2 Develop a Business Capability Map | Phase 2 2.1 Define the Organization’s Key Capabilities 2.2 Develop a Strategy Map | Phase 3 3.1 Business Process Review 3.2 Information Assessment 3.3 Technology Opportunity Identification | Phase 4 4.1 Consolidate and Prioritize Capability Gaps |
This phase will walk you through the following activities:
- Determine cost advantage creators
- Determine competitive advantage creators
- Define key future-state capabilities
- Identify the strategic objectives for the business
- Map strategic objectives to IT programs
- Validate the strategy map and program prioritization
This phase involves the following participants:
- Enterprise/Business Architect
- Business Analysts
- Business Unit Leads
- CIO
- Departmental Executive and Senior Managers
Step 2.1
Define the Organization’s Key Capabilities
2.1.1 |
DETERMINE COST ADVANTAGE CREATORS |
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Focus on capabilities that drive a cost advantage for your organization.
If your organization has a cost advantage over competitors, the capabilities that enable it should be identified and prioritized. Highlight these capabilities and prioritize the programs that support them. |
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2.1.2 |
DETERMINE COMPETITIVE ADVANTAGE CREATORS |
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Prioritize capabilities that give your organization an edge over rivals.
If your organization does not have a cost advantage over competitors, determine if it can deliver differentiated end customer experiences. Once you have identified the competitive advantages, understand which capabilities enable them. These capabilities are critical to the success of the organization and should be highly supported. |
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2.1.3 |
DEFINE KEY FUTURE STATE CAPABILITIES |
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Know where you want to go, and chart a course to get there.
In addition to the current cost and competitive advantage creators, the organization may have the intention of enhancing new capabilities. Discuss and select the capabilities that will help drive the attainment of future goals. |
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Define the organization’s key capabilities
- A discussion about the key or most critical capabilities is an excellent opportunity for IT leaders to review, refresh, and even reset expectations from the business as to what value IT should be providing to the organization. There is often misalignment as to whether, or to what extent, IT should be making strategic investments to help the business enhance its capabilities through technology. Some IT leaders believe they should be transforming the organization, while their CEO wants them to focus on operational efficiencies.
- Depending on the mandate from the business, an IT leader may focus on developing a cost advantage for the organization by directing technology efforts to capabilities that deliver efficiency gains. This is often the case for many IT leaders for whom the primary role for IT is to enable the business to deliver its products/services to the end consumer at the lowest cost possible. These capabilities are known as cost advantage creators.
- Organizations can develop a competitive advantage over their industry counterparts by creating a differentiated experience for the organization’s customers. Increasingly, this is facilitated and made possible through technology. IT can direct investment into capabilities that will improve their organization’s competitive position in its market by delivering unique or enhanced experiences for the organization’s end customers. IT can focus on developing a competitive advantage by directing efforts onto capabilities that are end-customer facing. These are known as the organization’s competitive advantage creators.
Defining key capabilities for Sports Leagues
Note: Illustrative Example. To edit and customize this visual please download the corresponding template.
Step 2.2
Develop a Strategy Map
2.2.1 |
IDENTIFY THE STRATEGIC OBJECTIVES FOR THE BUSINESS |
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Knowing the key strategic objectives for the business will drive business IT alignment.
It is important to make sure the right strategic objectives of the organization have been identified and are well understood. Engage the right stakeholders to help identify and document the key strategic objectives for the business. |
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2.2.2 |
MAP THE STRATEGIC OBJECTIVES TO THE IT PROGRAMS THAT SUPPORT THEM |
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Communicate the business strategy to other levels of the organization visually.
Starting with strategic objectives, map the value streams that will ultimately drive them. Next, link the key capabilities that enable each value stream. Finally, map the IT programs supporting those capabilities. This process will help you prioritize IT programs that deliver the most value to the organization. |
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2.2.3 |
VALIDATE THE STRATEGY MAP AND PROGRAM PRIORITIZATION |
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Crowdsource the strategy map validation.
Validate the strategy map in layers. Start with IT and confirm which IT programs enable particular capabilities. Next, work with the business departments to validate the capabilities that support the value streams. Finally, validate the strategic objectives of the organization with the C suite and communicate the value streams that support them. |
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2.2 Develop a strategy map
- A strategy map is a tool to help narrow the focus onto what matters most. With ever-changing resources, business strategies, and external environments, the strategy map can ensure IT is consistently providing value through the enhanced prioritization of IT programs.
- Strategy mapping is a technique that helps the executive suite communicate the business strategy to other levels of the organization by visually representing the organizational strategic objectives and mapping each of them to value streams, business capabilities, and ultimately, to specific IT programs. There are five layers to a strategy map: strategic business goals, business initiatives, value streams, business capabilities, and IT programs.
- Strategic business goals are the targets and outcomes that the organization is looking to achieve.
- Value streams enable an organization to create and capture value in the market through interconnected activities that support strategic objectives.
- Business capabilities define what a business does to enable value creation in value streams, rather than how.
- IT programs are actionable descriptions of how the IT department will enable one or multiple business capabilities in its target state.
Figure above: Strategy Map
Illustrative example of strategic goals and outcomes for outcomes for Sports Leagues
Sports League X |
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Sustainable Profitability | “We are committed to maximizing shareholder value by creating a solid foundation for sustainable profitability in our operations.” |
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Championship Culture | “Our teams/clubs demonstrate the highest degree of professionalism and are committed to consistent, championship caliber performance.” | ||
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Operational Excellence | “We demonstrate operational efficiency through the effective management of costs associated with team operations and administration.” |
Illustrative example of strategy map
Note: Illustrative Example. To edit and customize this visual please download the corresponding template.
Sports League Business Reference Architecture Guide
Phase 3
Assess key capabilities for planning priorities
Phase 1 1.1 Define the Organization’s Value Stream 1.2 Develop a Business Capability Map | Phase 2 2.1 Define the Organization’s Key Capabilities 2.2 Develop a Strategy Map | Phase 3 3.1 Business Process Review 3.2 Information Assessment 3.3 Technology Opportunity Identification | Phase 4 4.1 Consolidate and Prioritize Capability Gaps |
This phase will walk you through the following activities:
- Assess process support for capabilities
- Evaluate user adoption of processes for key capabilities
- Prioritize key capabilities process refinement
- Assess how well information supports capabilities
- Evaluate accessibility to data for key capabilities
- Prioritize data improvements for key capabilities
- Assess technology support of capabilities
- Uncover value opportunities for applications
- Compare results with industry research to determine plan of action
This phase involves the following participants:
- Enterprise/Business Architect
- Business Analysts
- Business Unit Leads
- CIO
- Departmental Executive and Senior Managers
Step 3.1
Business Process Review
3.1.1 |
ASSESS HOW WELL PROCESSES SUPPORT CAPABILITIES |
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Standardization breeds efficiency.
Begin by assessing whether each key capability has documented processes supporting it. Then evaluate whether the documented processes have been communicated and the extent to which there is process overlap. |
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3.1.2 |
EVALUATE USER ADOPTION OF PROCESSES FOR KEY CAPABILITIES |
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Having processes is one thing, but are they being adhered to?
The next level of analysis involves assessing whether defined processes are being adhered to. Confirm if the organization enforces adherence and that regular monitoring for deviations is occurring. |
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3.1.3 |
PRIORITIZE PROCESS REFINEMENT FOR KEY CAPABILITIES SCORING LEVEL “MEDIUM” OR BELOW |
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Use process to drive collaboration and integration.
Key capabilities should be well supported by processes. If there are any capabilities that scored level medium or below, prioritize delivering effective process support, improving user adoption, and establishing effective process governance. |
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Business process review
Use process analysis and assessment to drive collaboration and integration.
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Assess how well processes support capabilities | |
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NONE: No documented process exists. | |
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LOW: Processes have been documented but have not been effectively communicated and may be in conflict. | |
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MEDIUM: LOW + processes are explicitly defined and have been formally communicated. There is minimal overlap between processes. | |
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HIGH: MEDIUM + processes are enforced and regularly monitored for deviations. Employees typically adhere to the process.
Figure above: Process Assessment Legend |
Business process overview of key capabilities
Note: Illustrative Example. To edit and customize this visual please download the corresponding template.
Step 3.2
Information Assessment
3.2.1 |
ASSESS HOW WELL INFORMATION SUPPORTS CAPABILITIES |
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Information is a key business asset.
Begin by assessing whether each key capability has data available to support it. Then evaluate the quality and integrity of the data and the extent to which there is clear business unit ownership of the data. |
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3.2.2 |
EVALUATE ACCESSIBILITY TO INFORMATION FOR KEY CAPABILITIES |
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Having data is one thing, but is it easily accessible and available in a format suitable for decision making?
The next level of analysis involves assessing whether data is easily accessible to the main users of the information. |
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3.2.3 |
PRIORITIZE DATA IMPROVEMENTS FOR KEY CAPABILITIES SCORING LEVEL “MEDIUM” OR BELOW |
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Use data to institute information as an asset.
Key capabilities should be well supported by data. If there are any capabilities that scored level 2 or below, prioritize establishing an effective data governance framework. Leverage the Build a Data Architecture Roadmap blueprint and the Data Quality Scorecard |
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Information Assessment
Assess the availability and quality of data in providing information as a business asset.
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Assess how well existing information supports capabilities | |
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NONE: Data is unavailable, unreliable, duplicated, or not of sufficient detail | |
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LOW: Data is available but not subject to adequate integrity or quality controls. Data ownership is undefined. | |
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MEDIUM: LOW + Data is available but not fully automated. Data ownership is mostly defined. | |
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HIGH: MEDIUM + Data is available, of high quality, and fully automated with clear ownership.
Figure above: Information Assessment Legend |
Information support of key capabilities
Note: Illustrative Example. To edit and customize this visual please download the corresponding template.
Step 3.3
Technology Opportunity Assessment
3.3.1 |
ASSESS HOW WELL CAPABILITIES ARE SUPPORTED BY APPLICATIONS |
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Determine how well key capabilities are supported by applications.
Perform an application rationalization exercise on the key capabilities to determine how well they are being supported by applications. Applications should be assessed on the basis of flexibility, ease of use, and integration. |
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3.3.2 |
UNCOVER OPPORTUNITIES FOR APPLICATIONS TO CREATE VALUE |
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Make sure the business is leveraging applications wherever it should.
Unsupported key capabilities are areas in which IT can deliver high value for the business. The key capabilities that score level 1 or 2 in the technology assessment are the ones that require the most attention. |
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3.3.3 |
COMPARE RESULTS WITH INDUSTRY RESEARCH TO DETERMINE A PLAN OF ACTION |
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Compare your results with Info-Tech’s industry technology assessment.
Compare your organization’s technology assessment with the industry specific technology assessment provided. If the capability is well supported in the industry but unsupported in your organization, purchasing applications is a viable option. Leverage SoftwareReviews to make an informed decision about any purchases. |
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Technology opportunity assessment
New technologies can create opportunities for business agility and help develop resilience to changing market conditions.
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Availability of software applications that support each capability | |
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NONE: Capability is typically unsupported by applications. The likelihood of legacy applications supporting these capabilities is high. | |
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LOW: Capability is somewhat supported by applications. There is typically a mix of legacy and purchased applications supporting these capabilities. | |
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MEDIUM: Capability is moderately supported by applications. Organizations do not have to build their own applications; however, there aren’t many solutions to choose from. | |
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HIGH: Capability is well supported by applications. Organizations can choose from a variety of solutions that will meet or exceed their needs.
Figure above: Technology Opportunity Assessment Legend |
Application support of key capabilities
Note: Illustrative Example. To edit and customize this visual please download the corresponding template.
Sports League Business Reference Architecture Guide
Phase 4
Adopt capability-based strategy planning
Phase 1 1.1 Define the Organization’s Value Stream 1.2 Develop a Business Capability Map | Phase 2 2.1 Define the Organization’s Key Capabilities 2.2 Develop a Strategy Map | Phase 3 3.1 Business Process Review 3.2 Information Assessment 3.3 Technology Opportunity Identification | Phase 4 4.1 Consolidate and Prioritize Capability Gaps |
This phase will walk you through the following activities:
- Assess capability gaps via a MoSCoW Analysis
- Prioritize key capability gaps based on mandate, alignment, and effort
This phase involves the following participants:
- Business Analysts
- Business Unit Leads
- CIO
- CTO, VP Applications, VP Infrastructure
- Departmental Executive and Senior Managers
- Portfolio Manager (PMO Director)
Step 4.1
Consolidate and Prioritize Capability Gaps
4.1.1 |
ASSESS CAPABILITY GAPS VIA A MOSCOW ANALYSIS |
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Elevate your focus from the IT level to the organization level.
Gather and synthesize the priorities from the people, process, and technology assessments to develop a consolidated view of IT’s planning responsibilities. |
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4.1.2 |
PRIORITIZE KEY CAPABILITY GAPS BASED ON MANDATE, ALIGNMENT, AND EFFORT |
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Focus on addressing your quick wins first.
Use your mandate from the organization to inform which capabilities to focus on first. Key capabilities that are easy for you to enhance and provide high value to the organization should be prioritized. |
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Consolidate and prioritize capability gaps
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Figure above: MoSCoW Analysis for Business Capabilities
MoSCoW capability gap analysis
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Value to Effort Impact Ratio
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‹— We are looking to act on low effort, high value |
MoSCoW analysis for business capabilities
![]() | Value to Effort Impact Ratio
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Note: Illustrative Example. To edit and customize this visual please download the corresponding template.
Ranked list of IT implications template
Address key capability gaps
As part of your next steps checklist, leverage the reference architecture for priorities that drive measurable top-line organizational outcomes and the unlocking of direct value.
Reference Architecture |
Enterprise Architecture | Document Your Business Architecture | EA Strategy | Data Models | EA Governance |
Business Context & IT Strategy | Document Business Goals and Capabilities for Your IT Strategy | IT Strategy | Digital Strategy | IT Budget | |
Applications Strategy | Review Your Application Strategy | Data Quality | App Dev Throughput | ERP Selection | |
Infrastructure & Operations Strategy | Build the Business by Building an Infrastructure Roadmap | Change Mgmt. | Asset Mgmt. | Cloud Strategy |
Summary of Accomplishment
Problem Solved
- Accelerated the building of your organization’s capability map by defining the organization’s value stream and validating the industry reference architecture.
- Used business capabilities to define strategic focus by defining the organization’s key capabilities and developing a prioritized strategy map.
- Assessed key capabilities for planning priorities through a review of business processes, information, and application and technology support of key capabilities.
- Consolidated and prioritized capability gaps for incorporation into priorities.
If you would like additional support, have our analysts guide you through other phases as part of an Info-Tech workshop.
Contact your account representative for more information.
workshops@infotech.com 1-888-670-8889
Bibliography
“Define the Business Context Needed to Complete Strategic IT Initiatives.” Business Wire, 1 February 2018. Web.
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