It is that dreaded time of year again where we have to report via the performance management system (PMS) on our individual performance and the value we bring to the organization. I say dreaded, because we all know that in reality the goals and objectives were set some time ago in the past, maybe a year ago, and a lot has happened since that time. The person you report to may have changed, you were redirected to other tasks, and so on. Everything seemed possible at the time of the objective setting, but now the reality hits that you were or may have been far too optimistic about your own capability. The self-assessment is difficult as you are not sure whether your manager has the same view as you. You believe you met the objective, but does their expectation meet your actual delivery? If a good performance relates to more money, the pressure and stress builds.
So whilst I was preparing for my Orlando Business Architecture Forum presentation I started to think about how business architecture teams measure and manage their performance. One of my next reports for Forrester’s business architecture playbook addresses BA performance. It was also a hot topic for the EA Council members in Orlando. I had a number of 1-on-1’s with clients who particularly asked about BA metrics and performance — in particular, “What do other business architecture teams do?”
I started listing the questions that, when answered by clients, would lead to a very valuable report for all BA leaders:
Do you measure your BA’s performance? Clients often advise me that they have fairly mature BA practices. However, very few can articulate how they measure their performance, and often comment that the business asks them to demonstrate how BA adds value. So, it would be useful to understand whether BA leaders measure their team’s performance and why they do or don’t.
In Forrester’s EA Practice Playbook, we describe high-performance enterprise architecture programs as “business-focused, strategic, and pragmatic.” They are business-focused so that the direction and guidance EA provides has clear business relevance and value. They are strategic because the greatest value EA brings is to help its business to achieve its business strategies. They are pragmatic because, well, the path to strategy is never straight, and EA teams who aren’t agile in their approach get pushed aside.
National Grid, facing the enormous changes to the utility industry, developed an enterprisewide business capability model and made that the center of their joint business-IS planning. The result? All the way up to the C-level, EA is being recognized as a strategic change agent.
Scottish Widows Investment Partnership “reinvented” their EA program, centered on a business capability model developed over four weeks, and used to organize and link all the EA portfolios. They now have business managers as well as EA using their architecture planning tool.
Outside of BPM, one of my other passions is mentoring college students through the process of launching new startups. I enjoy helping students tighten up their business ideas and seeing them build business plans that can attract the funding they need to stand up and implement their ventures.
Recently, after reviewing and providing feedback on a student’s business plan, the student responded, “I can launch my business without a business plan; all this planning seems like a waste of time.” At first, I thought he was joking. However, I could read by the look on his face that he was serious. I am sure you can imagine the conversation that followed.
The next day when I reflected on the conversation, I had a moment of satori. I could see that startups share the same risk/reward profile as business process management initiatives. Just like startups, BPM initiatives promise huge returns to investors and stakeholders. Additionally, just like startups, BPM initiatives are fraught with risks such as inadequate funding, low adoption, and difficulty attracting skilled resources.
My conversation with the student about the importance of business planning seemed to parallel conversations I often have with enterprise architects and business architects launching or retooling their BPM initiatives. Most tend to overestimate the BPM’s potential rewards and downplay — or do not fully understand — the risks involved with launching a BPM initiative. However, for the most successful BPM initiatives, I have found that their leaders tend to have a “lean startup” mentality.
What does it mean to have a “lean startup” mentality?