Business value consulting Workbook , Guide de Business System. Centre de Formation et de Perfectionnement des Journalistes
weleuch
weleuch4 juillet 2017

Business value consulting Workbook , Guide de Business System. Centre de Formation et de Perfectionnement des Journalistes

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BV Engage Workbook & Architect Consulting Workbook

© 2014 Global Knowledge Training LLC. All rights reserved1

© 2014 Global Knowledge Training LLC. All rights reserved2

Main Menu

Click Here to view the Engage Workbook Click Here to view the Consulting Workbook

Click the above buttons to view the different Workbooks

Introduction and Context Purpose of Workbook The purpose of this workbook is two-fold:

• To show how these work products are derived from the information gathered from research and analysis activities

• To provide templates which can be filled in directly, for use in building engagement collateral for the ‘real-life’ customer engagement

Structure and Typography Major sections within this document are aligned with the structure of the Global Knowledge EA methodology:

• Build credibility

• Establish View of Customer needs

• Refine View of Customer Needs

• Prepare for Customer Interviews

• Conduct Customer Interviews

• Prepare a Vision and Scope proposal

Within each section, the major work product types are treated individually. For each, a clear context map is provided, showing where in the sequence of events it fits, and how it is produced. A blank template is included in the workbook. Further blank templates will be sent alongside this PDF for completion when developing the real material for your chosen customers.

Discovery of customer opportunity

Output

Customer commitment to move forward with analysis

Output

Business-driven view of customer enterprise

Output

Solution recommendation and alternatives

Output

Solution sign off

Output Successful implementation and achievement of customer outcomes

Understanding business value

Boosting your credibility

Establishing your view of business needs

Transforming Business Needs into Capabilities

Prepare a Vision and Scope Proposal

Understand the architecture lifecycle & frameworks

Gather customer information

Analyze current state

Refine business needs

Design future business model

Perform business transformation (architecture) analysis

Create the solution design

Establish the financial value

Measure benefits realization

Develop a recommendation

Creating an Investment Case

Create the business case

Determine an implementation approach

Create an implementation roadmap

Realize the benefits

Customer Needs/Outcomes

Engage Gather and Analyze

Build and Validate

Present and Gain

Implement and Evolve

© 2014 Global Knowledge Training LLC. All rights reserved3

Engage Workbook

1. Establish your

credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

and Scope proposal

Click here to return to the Main Menu

Preparing for and conducting Engage Stage of Architecture Consulting Lifecycle

Introduction and Context Purpose of Workbook The purpose of this workbook is three-fold:

• To provide worked examples of each of the major work products to be produced during the course of the EA Method (EAM) Engage Phase

• To show how these work products are derived from the information gathered from research and analysis activities

• To provide templates which can be filled in directly, for use in building engagement collateral for the ‘real-life’ customer engagement

Structure and Typography Major sections within this document are aligned with the structure of the Global Knowledge EA methodology:

• Build credibility

• Establish View of Customer needs

• Refine View of Customer Needs

• Prepare for Customer Interviews

• Conduct Customer Interviews

• Prepare a Vision and Scope proposal

Within each section, the major work product types are treated individually. For each, a clear context map is provided, showing where in the sequence of events it fits, and how it is produced. A worked example, based on the FinCo Case Study, is included, with explanatory guidance and commentary where needed. Finally, a writeable template is included, for use when developing the real material for your chosen customer.

You will find that the majority of the material within this workbook is read-only.

Blank templates for you to work on will be sent alongside this PDF.

Use the buttons to the left to navigate through this interactive document

Discovery of customer opportunity

Output

Customer commitment to move forward with analysis

Output

Business-driven view of customer enterprise

Output

Solution recommendation and alternatives

Output

Solution sign off

Output Successful implementation and achievement of customer outcomes

Understanding business value

Boosting your credibility

Establishing your view of business needs

Transforming Business Needs into Capabilities

Prepare a Vision and Scope Proposal

Understand the architecture lifecycle & frameworks

Gather customer information

Analyze current state

Refine business needs

Design future business model

Perform business transformation (architecture) analysis

Create the solution design

Establish the financial value

Measure benefits realization

Develop a recommendation

Creating an Investment Case

Create the business case

Determine an implementation approach

Create an implementation roadmap

Realize the benefits

Customer Needs/Outcomes

Engage Gather and Analyze

Build and Validate

Present and Gain

Implement and Evolve

© 2014 Global Knowledge Training LLC. All rights reserved4

Engage Workbook

1. Establish your

credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

and Scope proposal

Click here to return to the Main Menu

Establish Your Credibility Context

Conduct Customer

Triage

Identity Roles and

Responsibilities

R&A KnowledgebaseConduct Research and

Analysis

Engagement Project Team

Design

Consulting Value

Statement

EAM Presentation

Build Credibility Collateral

Form Team Classify

Customer Engagement

How do we convince the customer to talk to us?

Who should be involved on

our side?

What Type of Strategic

Engagement should we

have?

What is an Appropriate Customer?

Build Credibility

Step 1: Identify how your experience will benefit your customers My work experience

I have worked with GPC for 7 years as a business architect specializing in supporting financial institutions.

Before that I was a Systems Engineer with WorkNet for 3 years

I started my career as the Lead IT Consultant in Savings Bank Ltd

How my experience benefits my customers

I have extensive knowledge of the financial industry that FinCo operate in and in analyzing organizations such as theirs to understand the pain points and opportunities they are facing.

My experience includes technical and business focuses that are key to ensuring the success of any project.

Having worked within a financial institution I know the issues affecting the financial industry from the inside and out.

Step 2: Develop a brief Personal Value Statement to promote your experience My unique blend of technical expertise and business knowledge gained from working directly within financial institutions and from supporting their business development as a trusted partner have allowed me to develop a specialized skillset and understanding of the issues that are affecting FinCo.

My track record demonstrates my breadth of industry knowledge and my skill in applying that experience to enable organizations to identify and achieve their goals.

Guidance and Commentary A Consulting Value statement should show the customer that you have the background experience and expertise to help them deal with their business architecture problems

In constructing a CVS, you should consider:

• Your work experiences that add to your value as a business consultant • How those experiences benefit your customers • When and how you can articulate that value to your customers

As a checklist, you should ensure that it addresses the following details:

• Relevant Personal Background • Vertical specific • In a business-focused role

• Corporate Background • Your organization as a partner for Business Transformation • EAM and its importance • Team—based approach • Emphasis on differentiators

• Relevance to Customer Context • Recognition of their challenges

Context

Conduct Customer

Triage

Identity Roles and

Responsibilities

R&A KnowledgebaseConduct Research and

Analysis

Engagement Project Team

Design

Consulting Value

Statement

EAM Presentation

Build Credibility Collateral

Form Team Classify

Customer Engagement

How do we convince the customer to talk to us?

Who should be involved on

our side?

What Type of Strategic

Engagement should we

have?

What is an Appropriate Customer?

Build Credibility

Template for Engagement Please refer to the example Consulting Value Statement provided.

. Establish your

credibility

© 2014 Global Knowledge Training LLC. All rights reserved5

Engage Workbook

1. Establish your

credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

and Scope proposal

Click here to return to the Main Menu

Establish View of Business Needs

Unrefined Business Model Canvas - Worked Example

Context

R&A Knowledgebase

Conduct earlier Research and

Analysis

Public Domain Corporate Knowledge

Public Domain Personal

Knowledge

Company Internal Customer

Intelligence

Unrefined Business

Model Canvas

Build Unrefined

BMC

Understand Customer’s business context

Conduct Pre-meeting

Research and Analysis

What is the Customer’s

business model?

What Type of Strategic

Engagement should we have

Establish View of

Customer Needs

There are automated tools for filling out BMC structures available, including iPad apps provided by the originators of the BMS concept. As an alternative, the use of freely available templates for (e.g. Lucidchart apps from Google) could be of value.

The contents of a BMC should form the focus of, and be derivable from, the intelligence gained from your research and Analysis activities.

Refer back to the Case Study resources to confirm the validity and importance of each element within the FinCo example Business Model Canvas.

Business Model Canvas Template Please refer to the blank Business Model Canvas Template provided.

2. Establish view of usiness needs

Key Partners

• Government finance departments and policy advisors

• Investment and venture capital firms

• Financial media streams, knowledge databases, and subscription service providers

Cost Structure

People, property leases, subscription services, marketing and sales, systems and equipment costs, travel and lodging

Revenue Streams

Revenue is generated through billable hours associated with audit and tax planning services. It is also generated on a “per deal” basis by the mergers and acquisition service.

Value Proposition

Comprehensive, customized, and integrated financial advice covering audit, tax, and mergers and acquisitions • Specialized and expert

knowledge of the country specific regulatory compliance requirements for management accounting, tax planning, and fair market competition (anti-trust)

• Top quality advice provided by high integrity professionals

Customer Segments

Medium to large multi-national companies operating in Europe in the following industries: • Financials • Manufacturing • Retail • Healthcare • Public sector • Technology, media, and

telecom • Energy, infrastructure, and

utilities

Key Activities

• Accounting and auditing, tax planning and advisory services, merger and acquisition deal planning, design, and execution

• Government liaison and regulatory policy advice

Customer Relationships

Each relationship is unique and is purpose built to customer needs • FinCo executives are

personally involved in all accounts and are committed to ensuring customer success and risk minimization.

Key Resources

Office locations, staff, professional relationships

Channels

• Onsite at customer premises or host customers at FinCo offices

• Available via internet, phone, and e-mail channels

© 2014 Global Knowledge Training LLC. All rights reserved6

Engage Workbook

1. Establish your

credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

and Scope proposal

Click here to return to the Main Menu

Refine View of Business Needs Stakeholder PowerGrid

Strong Power – Little Interest Strong Power – High Interest Chief Legal Counsel & Compliance Officer CIO

CHRO CEO

Little Power – Little Interest Little Power – High Interest Executive Vice President Sales & Marketing COO

Stakeholder Business Concerns Ranking

CIO • Network’s ability to scale for growth • Technical challenges of acquisition: • Redundant systems • Integration of incompatible systems • Improving collaboration between French employees and other

FinCo workers

H

CFO • Have not been able to effectively leverage expertise it paid for by sharing knowledge

• across the workforce • Increasing travel costs and risks associated with so much travel

M

CHRO • Cross-border challenges as a result of differing work practices and culture

• Engagement, employee morale is poor • Integration of new employees into FinCo • Reduced productivity of high-cost workers as a result of increased

travel time

Context

R&A Knowledgebase

Conduct Research and

Analysis

Public Domain Corporate Knowledge

Public Domain Personal

Knowledge

Stakeholder PowerGrid

Interview Designs (SQAF)

Apply Strategic Question Asking

Framework

Produce Stakeholder PowerGrid

What Questions do we ask the

customers stakeholders?

Which Stakeholders should we interview?

Prepare for Customer Interviews

Guidance and Commentary Prior to the interviews with individual stakeholders, this analysis will be based on assumptions drawn from the existing business relationships that people within your organization have with the individuals concerned.

Care should be taken to ensure that such assumptions are noted and verified during the interview.

Stakeholder PowerGrid Template Please refer to the blank Stakeholder PowerGrid Template provided.

3. Refine view of usiness needs

© 2014 Global Knowledge Training LLC. All rights reserved7

Engage Workbook

1. Establish your

credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

and Scope proposal

Click here to return to the Main Menu

Strategic Question Asking Framework (SQAF) Context

R&A Knowledgebase

Conduct Research and

Analysis

Public Domain Corporate Knowledge

Public Domain Personal

Knowledge

Stakeholder PowerGrid

Interview Designs (SQAF)

Apply Strategic Question Asking

Framework

Produce Stakeholder PowerGrid

What Questions do we ask the

customers stakeholders?

Which Stakeholders should we interview?

Prepare for Customer Interviews

Guidance In particular, bear in mind the following guidelines with respect to the specific categories of question:

Step Considerations Current neutral These questions benefit you more than the customer, so

limit the number of questions asked.

Current negative Try to distinguish fact from opinion

Probe interviewee for evidence.

Future negative Ask enough questions to get the customer to buy into the need to take action.

Future positive Identify how the value of increasing readiness would be established or evaluated during the implementation initiation process. Be specific.

Identify any issues the customer would want to avoid in the implementation. This provides an indication of where the biggest issues might be.

SQAF Keep in mind the logical flow denoted by the SQAF sequence below.

2. Current neutral

Current facts about the organisation

1. Future outcome

Desired, required, anticipated outcome of the interaction

3. Current negative

Readiness related challenges currently facing the customer

4. Future negative

Future negative consequences these challenges might have on the customer

5. Future positive

Future advantages to the customer if these challenges are successfully addressed

6. Future agreement

Next step actions

Cu rr

en t s

ta te

c lu

st er

Fu tu

re s

ta te

c lu

st er

Preparation Needs Goals Actions

Engagement Examples Click to view the examples.

Worked Example - CEO

Worked Example – CFO

Worked Example – CHRO

Worked Example – CIO

Please refer to the blank Template for Engagement provided.

3. Refine view of usiness needs

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Engage Workbook

1. Establish your

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2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

and Scope proposal

Click here to return to the Main Menu

Worked Example - CEO Name of Interviewee: Stuart Wise

Job Title: CEO

STEP 1: Future Outcome Identify the desired outcome of the upcoming meeting.

a. Action (What action do you want the customer to take as a result of the meeting?)

Potential outcomes:

CEO agrees to provide access to other CxOs.

CEO provides additional follow-up data and access to strategic plan.

b. Benefits (What benefits will the customer realize if they take that action?)

CxO access: Business Architect (BA) will be able to collect additional insight on current business problems and gain full understanding from multiple perspectives.

Strategic information: BA develops better understanding of organizational goals.

c. Achievable (Can you really get the customer to take the action after one interaction?)

Yes.

d. Measurement (How will you know that you were successful?)

CxO access: Introduction made in person or virtually to at least one additional CxO with interest in potential business problem identified in pre-meeting business analysis.

Strategy information: Business planning documents received within five business days.

STEP 2: Current Neutral Which questions will you ask to determine current facts about the company business unit?

I noticed that acquisition is a key strategy for you. How is that going?

I noticed that you have seen a decrease in net income year over year. How has that impacted your business strategy?

How do you see current trends (macro- economic, vertical or market) impacting your business?

STEP 3: Current Negative Which questions will you ask to identify problems currently facing the organization?

What challenges have you faced with the companies you have acquired?

How frequently have you encountered those problems with the firms you have acquired?

Does FDL Associates present any additional challenges?

What challenges has the decrease in revenue caused for you?

What other business challenges are you facing right now? How big a problem are they? What have you tried to do to address them so far? What else could you consider?

STEP 4: Future Negative Which questions will you ask to identify future negative consequences that these issues might have on the company or on the business unit?

What will be the impact to FinCo’s business (short or long- term) if you aren’t able to address the problems?

How will these problems impact your ability to achieve your other business goals?

How will these problems impact your position relative to your competitors?

STEP 5: Future Positive Which questions will you ask to uncover future advantages to the company or to the business unit if the issues are successfully addressed?

What would be the impact of finding a solution to the problem?

How could a solution positively impact your ability to achieve your additional business goals?

What might that solution look like? What would you want to avoid in a solution?

STEP 6: Future Agreement To be determined but should match STEP 1.

CEO will introduce BA to other CxO(s).

CEO will provide access to business plan and other strategy documentation.

3. Refine view of usiness needs

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Engage Workbook

1. Establish your

credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

and Scope proposal

Click here to return to the Main Menu

Worked Example – CFO Name of Interviewee: Marcus Williams

Job Title: CFO

STEP 1: Future Outcome Identify the desired outcome of the upcoming meeting.

a. Action (What action do you want the customer to take as a result of the meeting?)

Potential outcomes:

CFO agrees to provide access to other CxOs.

CFO provides additional follow-up data and access to strategic plan.

b. Benefits (What benefits will the customer realize if they take that action?)

Financial statements (P&L, cash flow and asset statements, etc.)

CxO access: BA will be able to collect additional insight on current business problems and gain full understanding from multiple perspectives. This insight will be shared with the organization.

Strategy information: BA develops better understanding of organizational goals.

c. Achievable (Can you really get the customer to take the action after one interaction?)

Yes.

d. Measurement (How will you know that you were successful?)

CxO access: Introduction made in person or virtually to at least one additional CxO with interest in potential business problem identified in pre-meeting business analysis.

Strategy information: business planning documents received within five business days.

STEP 2: Current Neutral Which questions will you ask to determine current facts about the company business unit?

I noticed that acquisition is a key strategy for you. How is that going?

I noticed that you have seen a decrease in net income year over year. How has that impacted your business strategy?

How do you see current trends (macro-economic, vertical or market) impacting your business?

I noticed that you have experienced a large increase in travel- related expenses (or IT). What has caused that change?

STEP 3: Current Negative Which questions will you ask to identify problems currently facing the organization? What challenges have you faced with the companies you have acquired? How frequently have you encountered those problems with the firms you have acquired? Does FDL Associes present any additional challenges? What challenges has the decrease in revenue caused for you? What problems has an increase in travel caused for you? What other business challenges are you facing right now?

How big a problem are they? What have you tried to do to address them so far? What else could you consider?

STEP 4: Future Negative Which questions will you ask to identify future negative consequences that these issues might have on the company or on the business unit?

What will be the impact to FinCo’s business (short or long- term) if you aren’t able to address the problems?

How will these problems impact your ability to achieve your other business goals?

How will these problems impact your position relative to your competitors?

STEP 5: Future Positive Which questions will you ask to uncover future advantages to the company or to the business unit if the issues are successfully addressed?

What would be the impact of finding a solution to the problem?

How could a solution positively impact your ability to achieve your additional business goals?

What might that solution look like? What would you want to avoid in a solution?

STEP 6: Future Agreement To be determined but should match STEP 1.

CFO will introduce BA to other CxO(s).

CFO will provide access to business plan and other strategy documentation.

3. Refine view of usiness needs

© 2014 Global Knowledge Training LLC. All rights reserved10

Engage Workbook

1. Establish your

credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

and Scope proposal

Click here to return to the Main Menu

Worked Example – CHRO Name of Interviewee: Eleanor Jones

Job Title: CHRO

STEP 1: Future Outcome Identify the desired outcome of the upcoming meeting.

a. Action (What action do you want the customer to take as a result of the meeting?)

Potential outcomes:

CHRO agrees to continue dialogue or provide additional information regarding HR-related goals or change management strategy.

b. Benefits (What benefits will the customer realize if they take that action?)

BA will better understand business problems and strategy and will be able to offer valuable insight to business based on inputs from other CxOs.

c. Achievable (Can you really get the customer to take the action after one interaction?)

Yes.

d. Measurement (How will you know that you were successful?)

Additional meeting set up or information provided.

STEP 2: Current Neutral Which questions will you ask to determine current facts about the company business unit?

I noticed that acquisition is a key strategy for you. How is that going?

I noticed that you have 25 fewer employees since the acquisition. What is causing the attrition?

What is your normal staff turnover rate?

In the Chairman’s Statement I read that work-life balance is a priority for your organization. How are you able to help employees achieve that balance? How is it going now?

Congratulations! I noticed that you have continuously been named one of the top 100 companies to work for. How are you able to achieve that result? (This would have been discovered through research).

Your people seem to be an important priority for you. How do you maintain a positive work culture through all of your acquisitions?

STEP 3: Current Negative Which questions will you ask to identify problems currently facing the organization? What challenges have you faced integrating FDL Associes employees into the FinCo culture?

How big a problem are these challenges? What else have they impacted? How have you tried to resolve the issues? What else have you considered?

Does FDL Associates present any additional HR challenges?

What other business challenges are you facing right now? How big a problem are they? What have you tried to do to address them so far? What else could you consider?

STEP 4: Future Negative Which questions will you ask to identify future negative consequences that these issues might have on the company or on the business unit?

What will be the impact to FinCo’s business (short or long- term) if you aren’t able to address the problems?

How will these problems impact your ability to achieve your other business goals?

How will this impact your position relative to your competitors?

How will these issues impact your ability to attract and retain key talent?

STEP 5: Future Positive Which questions will you ask to uncover future advantages to the company or to the business unit if the issues are successfully addressed?

What would be the impact of finding a solution to the problem?

How could a solution positively impact your ability to achieve your additional business goals?

What might that solution look like? What would you want to avoid in a solution?

STEP 6: Future Agreement To be determined but should match STEP 1.

CHRO agrees to further discussions or provides other information.

3. Refine view of usiness needs

© 2014 Global Knowledge Training LLC. All rights reserved11

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1. Establish your

credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

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Click here to return to the Main Menu

Worked Example – CIO Name of Interviewee: Philip Harris

Job Title: CIO

STEP 1: Future Outcome Identify the desired outcome of the upcoming meeting.

a. Action (What action do you want the customer to take as a result of the meeting?)

Potential outcomes: CIO agrees to provide access to other CxOs. CIO agrees to act as executive sponsor. CIO provides additional follow-up data and access to strategic IT plan or organizational business plan.

b. Benefits (What benefits will the customer realize if they take that action?)

CxO access: BA will be able to collect additional insight on current business problems and gain full understanding from multiple perspectives. This insight will be shared with the organization.

Executive sponsor: CIO will be seen by other CxOs as the business person who contributes to the organizational strategy. Strategy information: BA develops better understanding of the organizational goals.

c. Achievable (Can you really get the customer to take the action after one interaction?)

Yes.

d. Measurement (How will you know that you were successful?)

CxO access: Introduction made in person or virtually to at least one additional CxO with interest in potential business problem identified in pre-meeting business analysis.

Executive sponsor: CIO agrees to a second meeting to discuss CxO access strategy.

Strategy information: Business planning documents received within five business days.

STEP 2: Current Neutral Which questions will you ask to determine current facts about the company business unit?

What is your IT vision?

How is it going?

How do other CxOs feel about technology’s ability to contribute towards business strategy and results?

How do you see current trends (macro-economic, vertical or market) impacting your business?

STEP 3: Current Negative Which questions will you ask to identify problems currently facing the organization?

What challenges do you face in executing your IT strategy?

What problems do current trends (macro-economic, vertical or market) cause for you?

What other business challenges are you facing right now?

How big a problem are they?

What have you tried to do to address them so far?

What else could you consider?

STEP 4: Future Negative Which questions will you ask to identify future negative consequences that these issues might have on the company or on the business unit?

What will be the impact to FinCo’s business (short or long- term) if you aren’t able to address the problems?

How will these problems impact your ability to achieve your other business goals?

How will this impact your position relative to your competitors?

STEP 5: Future Positive Which questions will you ask to uncover future advantages to the company or to the business unit if the issues are successfully addressed?

What would be the impact of finding a solution to the problem?

How could a solution positively impact your ability to achieve your additional business goals?

What might that solution look like? What would you want to avoid in a solution?

STEP 6: Future Agreement To be determined but should match STEP 1.

CIO will introduce BA to other stakeholder(s).

CIO agrees to be the executive sponsor, and a second meeting is set up to develop tactics.

CIO will provide access to IT strategy.

3. Refine view of usiness needs

© 2014 Global Knowledge Training LLC. All rights reserved15

Engage Workbook

1. Establish your

credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

and Scope proposal

Click here to return to the Main Menu

3. Refine view of usiness needs

Stakeholder Analysis Context

R&A Knowledgebase

Conduct Research and

Analysis

Record and refine findings from Customer

Interviews

Conduct Customer Interviews

What have we learnt about

the Customer?

Conduct Stakeholder Interview(s)

Conduct Customer Interviews

Interview Designs (SQAF)

Unrefined BMC

Consulting Value

Statement

EAM Presentation

Capabilities matrices Refined BMC

Business Motivation

Model

Gap Analysis Stakeholder

Analysis Worksheet

Template for Engagement Please refer to the blank example provided.

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Engage Workbook

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credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

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Click here to return to the Main Menu

3. Refine view of usiness needs

Worked Example(s)

PART 1: Needs and Priorities

Business Challenges and Needs What the CxO Would Seek in a Solution

What the CxO Would Avoid in a Solution

How the CxO would evaluate the value of a solution

Impact if Successfully Addressed (S/M/H)

CIO Network’s ability to scale for growth Technical challenges of acquisition: • Redundant systems • Integration of incompatible systems • Improving collaboration between FDL Associes employees and

other FinCo workers

• Scalability • Reliability • Performance

• Further complexity • ROI • TCO • Easy to implement—not strain resources • Solve business problem • Minimal impact to other planned

initiatives

• Medium • Medium • Medium • High • High

CEO • Losing competitive advantage • Not able to effectively leverage expertise that FinCo paid for by

sharing knowledge across the workforce • Departure of key talent: much of the expertise FinCo wanted to

leverage has left the firm

• Increase productivity and morale

• ROI • Scalable, able to support

future acquisitions

• More complexity • Impact to billable

hours, impact to minimum training

• Contribute to innovation and competitive advantage

• Scope of change: already coping with large scale change and doesn’t want to further disrupt core business activities

• High • High • High

CFO Not able to effectively leverage expertise it paid for by sharing knowledge across the workforce Increasing travel costs and risks associated with so much travel (e.g., weather delays, etc.)

• ROI • TCO • Increase productivity

and engagement of all consultants, especially FDL Associates’s

• Reduce travel and technology costs, get back within budget

• Show proven results of whatever we buy

• Rushed implementation that would ultimately fail

• Being first to try something new and leading edge

• TCO • High • Medium

CHRO Cross-border challenges as a result of differing work practices and culture Engagement and employee morale are poor because of:

• Integration-driven staff reductions. Most of the impact was the result of integrating two Human Resource departments, but other departments were impacted as well.

• Integration of new employees into FinCo. Highly valued employees from acquired company have been leaving.

• Departure of key employees has significantly increased workload for the remaining people.

• Employees have been struggling to maintain work-life balance as a result of increased cross-border travel and increased productivity requirements.

• Reduced productivity of high cost workers as a result of increased travel time

• Decrease year over year in standing of “100 Best Companies to Work” (moved from position 22 to 47 last year and does not want that trend to continue)

• Improve work-life balance

• Increase internal knowledge management capability

• Easy to implement from training perspective

• Further damage morale

• Further impede integration of new employees

Degree to which benefits will outweigh disruption to current change process

• High • High • High • Medium

ability to attract talent

© 2014 Global Knowledge Training LLC. All rights reserved17

Engage Workbook

1. Establish your

credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

and Scope proposal

Click here to return to the Main Menu

3. Refine view of usiness needs

Worked Example(s)

PART 2: Roles and Buying Decisions

Who Role in Buying Decision Level of Influence on Buying Decision (L/M/H) Understanding of Business

Architecture (L/M/H) Support for Architecture

Approach (L/M/H)

Whom They Can Influence (List all stakeholders that

apply)

Jonathon Whyte (IT Manager) Influencer (C2) H M H CEO

Accounting Manager Influencer (C4) L L CFO

Kim Jones (HR Manager) Influencer (C2) H L CHRO

CS Manager (each location) Influencer (C2) H L W

CS Admin Assistant (each location)

W W W W W

CS Financial Professional (each location)

W W W W W

Ishmael Moreau (IT Operations – Paris)

W W W W W

Central IT – Networking Team Lead

W W W W W

Central IT – Applications Team Lead

W W W W W

Central IT – Operations Team Lead

W W W W W

Central IT – Service Desk Team Lead

W W W W W

Ecosystem partners W W W W W

Executive VP Sales & Marketing W W W W W

Travel Agency W W W W W

W Influencer (C3) M L W CEO

W W W W W W

© 2014 Global Knowledge Training LLC. All rights reserved18

Engage Workbook

1. Establish your

credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

and Scope proposal

Click here to return to the Main Menu

3. Refine view of usiness needs

Worked Example(s)

PART 3: Organizational Readiness for Business Architecture

Level of Capability Maturity (√)

Initial (ad hoc management of processes—not clearly defined) √

Defined (processes organized, documented, and standardized) t

Optimized (continuous process improvement has been adopted) t

Ability to Manage Enterprise Change t

Poorly prepared to manage organizational change initiatives (√)

Able to manage small-scale change initiatives √

Able to manage larger-scale change initiatives t

Ability to Invest in Business Architecture t (√)

Poor t

Fair √

Good t

© 2014 Global Knowledge Training LLC. All rights reserved13

Engage Workbook

1. Establish your

credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

and Scope proposal

Click here to return to the Main Menu

3. Refine view of usiness needs

Business Motivation Model Context

R&A Knowledgebase

Conduct Research and

Analysis

Record and refine findings from Customer

Interviews

Conduct Customer Interviews

What have we learnt about

the Customer?

Conduct Stakeholder Interview(s)

Conduct Customer Interviews

Interview Designs (SQAF)

Unrefined BMC

Consulting Value

Statement

EAM Presentation

Capabilities matrices Refined BMC

Business Motivation

Model

Gap Analysis Stakeholder

Analysis Worksheet

Worked Example(s)

Internal Influencers Staff are not able to share knowledge and expertise across the business Staff are travelling too much Staff retention levels low

External Influencers Competitors winning customers from FinCo Perception of the company as a market leader and good employer falling

Strengths Good expertise and knowledge in the company

Weaknesses Unable to harness and capture knowledge across company

Opportunities Improving knowledge management will unlock huge potential and allow differentiated offerings

Threats Failure to address current issues will result in lost customers

Goals Integrate new companies and capabilities into the organization quickly and efficiently Reduce the need for frequent and unplanned travel Retain and attract best employees

Objectives Move FinCo into the top 20 on the “100 Best Places to Work” list by December 2014 Reduce staff attrition to 4% by June 2014 Implement a new IT infrastructure and datacenter by November 2014

Constraints IT infrastructure under performing Move to new premises planned

Strategic Actions Improve knowledge management processes and capability Implement collaboration solution to improve knowledge sharing and reduce travel Upgrade IT infrastructure and data center capabilities

Template for Engagement Please refer to the blank example provided.

© 2014 Global Knowledge Training LLC. All rights reserved12

Engage Workbook

1. Establish your

credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

and Scope proposal

Click here to return to the Main Menu

3. Refine view of usiness needs

Business Capability Assessment Matrices Context

R&A Knowledgebase

Conduct Research and

Analysis

Record and refine findings from Customer

Interviews

Conduct Customer Interviews

What have we learnt about

the Customer?

Conduct Stakeholder Interview(s)

Conduct Customer Interviews

Interview Designs (SQAF)

Unrefined BMC

Consulting Value

Statement

EAM Presentation

Capabilities matrices Refined BMC

Business Motivation

Model

Gap Analysis Stakeholder

Analysis Worksheet

Worked Example(s)

Business Capability

Baseline Performance and Measure

Baseline Implementation

Target State Performance and Measure

Target State Implementation

Expertise location and matching

It takes an average of six hours of staff effort to locate available domain expertise. Actual elapsed time varies.

Staff profiles on intranet and e-mails about new staff. Conference calls and e-mail.

Improve efficiency. Locate available domain expert within one hour. Increase productivity by 10%.

Web conferencing and desktop video conferencing enable inter-office relationships and quick response to needs.

Knowledge management No metrics. Knowledge assets cannot be managed. Minimal reuse because content is stored in e-mails.

Sharing of information and content is done primarily via e-mail and attachments.

Increase knowledge asset reuse by 20% per year.

Staff to utilize collaborative workspaces, knowledge repositories, and best practice process standards.

Online social collaboration Customer responsiveness is too slow. Costs (related to staff and travel expenses) are too high.

Capability doesn’t exist. Reduce travel expenses by 50%. Increase productivity by 20%. Increase customer referrals by 10%.

Distributed social collaboration platform and best practice processes enable remote interaction, promote work-life balance, and improve knowledge sharing.

Remote decision making It takes between one to three weeks to identify a complex issue and then reach an agreement on how to solve it.

Conference call or face-to-face communications. Complex communication and decisions require face-to-face interaction with partners and customers.

Reduce average time to agree on the resolution of complex issues to two days.

TelePresence simulates face-to- face communication that facilitates complex conversations and decisions.

Template for Engagement Please refer to the blank example provided.

© 2014 Global Knowledge Training LLC. All rights reserved14

Engage Workbook

1. Establish your

credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

and Scope proposal

Click here to return to the Main Menu

3. Refine view of usiness needs

Gain Agreement to Conduct Business Analysis

Business Capability Gap Analysis Context

R&A Knowledgebase

Conduct Research and

Analysis

Record and refine findings from Customer

Interviews

Conduct Customer Interviews

What have we learnt about

the Customer?

Conduct Stakeholder Interview(s)

Conduct Customer Interviews

Interview Designs (SQAF)

Unrefined BMC

Consulting Value

Statement

EAM Presentation

Capabilities matrices Refined BMC

Business Motivation

Model

Gap Analysis Stakeholder

Analysis Worksheet

Worked Examples(s)

Target Capabilities

Baseline Capabilities

Expertise Location and Matching Knowledge Management Online Social Collaboration Remote Decision Making Eliminated Capabilities

Travel Planning Outsourced

Expertise Location & Matching Substantially transformed

Knowledge Management Substantially transformed

Remote Decision Making Substantially transformed

New Capabilities

GAP—to be implemented in target state (Web

& desktop video conferencing)

GAP—to be implemented in target state

(collaborative workspaces, knowledge repositories

and best practice process standards)

GAP—to be implemented in target state (distributed

social collaboration platform and best practice

processes)

GAP—to be implemented in target

state (telepresence simulating face-to-face

communication)

Template for Engagement Please refer to the blank example provided.

© 2014 Global Knowledge Training LLC. All rights reserved19

Engage Workbook

1. Establish your

credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

and Scope proposal

Click here to return to the Main Menu

4. Prepare a Vision nd Scope

proposal

Architecture Vision and Scope Proposal Context

R&A Knowledgebase

Conduct Research and

Analysis

Prepare Scope

Proposal

Prepare Architecture

Vision

How are we proposing to

help the customer reach

this state?

What should the Customers

future state look like?

Prepare Architecture

Vision and Scope Proposal

Capabilities matrices Refined BMC

Business Motivation

Model

Gap Analyses Stakeholder

Analysis Worksheet

Architecture Vision

Scope Proposal

Template for Engagement Please refer to the blank example provided.

© 2014 Global Knowledge Training LLC. All rights reserved20

Engage Workbook

1. Establish your

credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

and Scope proposal

Click here to return to the Main Menu

Worked Example(s)

PART 1: Architecture Visions

a. Business Problem

Definition FinCo has yet to realize the value anticipated in the FDL acquisition. The highly specialized M&A knowledge that is held by FDL’s legal team is insufficiently accessible to FinCo’s tax and audit staff and as a result the delivery of a full spectrum of advisory services to FinCo’s customers is lagging. Productivity, measured in terms of billable utilization, has dropped as more time and attention is taken up with internal coordination and administration. In an increasingly competitive market, FinCo executives are concerned that the company may be losing market share and its market leadership position.

Importance of Problem Mission critical—FinCo’s ability to acquire and integrate related professional service firms on a repeatable basis is fundamental to its growth strategy.

b. Architecture Value Proposition

Stakeholder Business Priority

CEO Ensure that FinCo’s growth strategy continues to deliver the expected financial results.

CFO Effectively leverage the specialized M&A expertise across FinCo’s workforce while maintaining control of travel costs.

CIO Integrate incompatible or redundant business systems. Make technology infrastructure and network scalable for business growth.

CHRO Slow down and reverse the current trend in employee turnover. Create a common corporate culture with a sustainable work-life balance.

Objectives Business Problems Addressed Financial Benefits Non-Financial Benefits Stakeholder

Review and analyze current patterns of interaction between specialized experts across the three lines of business

Declining productivity Quantify the time and effort spent on inefficient collaboration practices and processes

Fact-based analysis of current state of collaborative practices at FinCo

CFO

Review and analyze business travel and accommodation costs for the year prior to FDL acquisition and for the time period following

Increasing travel costs Establish a financial benchmark for essential business travel and quantify the incremental expense attributable to the FDL acquisition

Establish the root cause of travel and accommodation cost increases and determine relationship to current collaboration practices

CFO

Review and analyze the current business system portfolio to establish a disposition strategy for each application asset

Redundant business systems and incompatible business applications

Reduced total cost of ownership for the overall application portfolio

Simplified application portfolio with improved application integration

CIO

Review and analyze the current technology infrastructure (networks and data centers) to assess its ability to scale

Concerns regarding the technology infrastructure’s ability to scale

Quantify the value for money from current infrastructure investments

Fact-based analysis will provide concrete data for technology planning and new technology investment

CIO

4. Prepare a Vision nd Scope

proposal

© 2014 Global Knowledge Training LLC. All rights reserved21

Engage Workbook

1. Establish your

credibility

2. Establish view of

business needs

3. Refine view of

business needs

4. Prepare a Vision

and Scope proposal

Click here to return to the Main Menu

Worked Example(s)

PART 2: Scope

a. Potential Data Gathering Activities

What? With Whom? Objectives Timeline

One-on-one interviews Professional staff and operational management Understand the current patterns of interaction across the three lines of business Weeks 1–3

Small group workshops Professional staff and operational management Confirm understanding of current collaboration patterns and review best practice patterns

Weeks 3–4

One-on-one interviews Finance staff Review and analyze business travel and accommodation costs Weeks 1–3

One-on-one interviews and small group workshops

IT staff Review and analyze current business system inventory and gather data about existing technology infrastructure

Weeks 3–4

b. Resources Required from Customer Organization

Who? Why? How Long? When?

Professional audit, tax and M&A staff Direct knowledge of current operational challenges and problems; insights into feasible and practical solutions

Approximately 6–8 hours per line of business Weeks 1–3

Finance staff Access to travel and accommodation costs; understanding of cost accrual methods and project chargeback approaches

Approximately 10–12 hours per week Weeks 3–4

IT staff Knowledge of business application systems and technology infrastructure Approximately 12–14 hours per week Weeks 1–3

4. Prepare a Vision nd Scope

proposal

© 2014 Global Knowledge Training LLC. All rights reserved22

Architect Consulting Workbook

Analyze Current

State

Design the future Business

Model

Developing a recomm- endation

Developing an imple-

mentation roadmap

Click here to return to the Main Menu

Preparing for and Conducting the Gather and Analyze, Build and Validate, Present and Gain and Implement and

Evolve Stages of the Architectural Consulting Lifecycle

Introduction and Context Purpose of Workbook The purpose of this workbook is three-fold:

• To provide worked examples of each of the major work products to be produced during the bootcamp course

• To show how these work products are derived from the information gathered from research and analysis activities

• To provide templates which can be filled in directly, for use in the ‘real-life’ consulting approach.

Structure and Typography The presentation sequence of this course includes tools and techniques to:

• Analyze current state

• Design the future business model

• Develop a recommendation

• Develop an implementation roadmap.

Within each section, the major work product types are treated individually. For each, a clear context map is provided, showing where in the sequence of events it fits, and how it is produced. A worked example, based on the FinCo Case Study, is included, with explanatory guidance and commentary where needed. Finally, a writeable template is included, for use when developing the real material for your chosen customer.

You will find that the majority of the material within this workbook is read-only.

Blank templates for you to work on will be sent alongside this PDF.

Use the buttons to the left to navigate through this interactive document

Discovery of customer opportunity

Output

Customer commitment to move forward with analysis

Output

Business-driven view of customer enterprise

Output

Solution recommendation and alternatives

Output

Solution sign off

Output Successful implementation and achievement of customer outcomes

Understanding business value

Boosting your credibility

Establishing your view of business needs

Transforming Business Needs into Capabilities

Prepare a Vision and Scope Proposal

Understand the architecture lifecycle & frameworks

Gather customer information

Analyze current state

Refine business needs

Design future business model

Perform business transformation (architecture) analysis

Create the solution design

Establish the financial value

Measure benefits realization

Develop a recommendation

Creating an Investment Case

Create the business case

Determine an implementation approach

Create an implementation roadmap

Realize the benefits

Customer Needs/Outcomes

Engage Gather and Analyze

Build and Validate

Present and Gain

Implement and Evolve

© 2014 Global Knowledge Training LLC. All rights reserved23

Architect Consulting Workbook

Analyze Current

State

Design the future Business

Model

Developing a recomm- endation

Developing an imple-

mentation roadmap

Click here to return to the Main Menu

Analyzing Current State Refined Business Model Canvas

Context

Identify issues in terms

of cause-effect

Meet with customer to refine the Business

Model Canvas

Describe the activities that create, deliver and capture

value

Refined Business

Model Canvas

Root Cause Analysis

Value Chain

Analysis

Analyze current state

What are the customers’ business problems?

How does the organization create value?

Worked Example Key Partners Key Activities Value Proposition Customer

Relationships Customer Segments

• Government finance departments and policy advisors

• Investment and venture capital firms

• Financial media streams, knowledge databases, and subscription service providers

• Accounting and auditing, tax planning and advisory services, merger and acquisition deal planning, design, and execution

• Government liaison and regulatory policy advice

• Comprehensive, customized, and integrated financial advice covering audit, tax, and mergers and acquisitions

• Specialized and expert knowledge of the country specific regulatory compliance requirements for management accounting, tax planning, and fair market competition (anti-trust)

• Top quality advice provided by high integrity professionals

• Each relationship is unique and is purpose built to customer needs

• FinCo executives are personally involved in all accounts and are committed to ensuring customer success and risk minimization.

• Medium to large multi-national companies operating in Europe in the following industries:

• Financials • Manufacturing • Retail • Healthcare • Public sector • Technology, media,

and telecom • Energy, infrastructure,

and utilities

Key Resources Channels Office locations, staff, professional relationships

• Onsite at customer premises or host customers at FinCo offices

• Available via internet, phone, and e-mail channels

Cost Structure Revenue Streams

People, property leases, subscription services, marketing and sales, systems and equipment costs, travel and lodging

Revenue is generated through billable hours associated with audit and tax planning services. It is also generated on a “per deal” basis by the mergers and acquisition service.

Guidance and Commentary As previously seen, the most significant tool used in gathering and analyzing information about the customers is the Business Model Canvas.

A Business Model Canvas represents the 9 key questions that every business must answer and that you can use to ask about your customer’s business model. Business model captures the rationale of how an organization creates, delivers and captures value.

A business model canvas helps you investigate the current state of an organization (As Is state) and build the future desired state (To Be state). The As Is state reflects the current situation of the organization, while the To Be state highlights the outcomes that are expected to be achieved through business transformation.

After meeting the clients you can refine the As Is business model canvas with more information about customer current situation and create the To Be business model canvas with customers’ future goals and expectations. Comparing the two models you will understand what changes are required and where are the main areas of focus in the business transformation process.

Value Chain Analysis Context

Identify issues in terms

of cause-effect

Meet with customer to refine the Business

Model Canvas

Describe the activities that create, deliver and capture

value

Refined Business

Model Canvas

Root Cause Analysis

Value Chain

Analysis

Analyze current state

What are the customers’ business problems?

How does the organization create value?

Worked Example Supporting Activities

Activity Type Activity Description

Firm Infrastructure Manage financial professionals and IT professionals

Human Resource Management Recruit new financial professionals and IT professionals

Technology Development Technology Development

Procurement Manage IT service providers

© 2014 Global Knowledge Training LLC. All rights reserved24

Architect Consulting Workbook

Analyze Current

State

Design the future Business

Model

Developing a recomm- endation

Developing an imple-

mentation roadmap

Click here to return to the Main Menu

Primary Activities

Industry and regulatory information

Create white paper Technical review Legal review Approval Scheduling of release

Publish on Web site

Market research and survey of customer needs

Any questions regarding white paper

Customer request for access to Web site

Confirm customer details Authorize access

Notify customer Promote white papers to customers through newsletter, e-mail blasts, and staff

Reset passwords

Customer feedback and historical inquiries

Assess need for white paper Create white paper

Publish on Web site

Customer surveys and unsolicited feedback

Answer questions regarding white paper

Request to change customer profile (e-mail, address, phone number)

Update customer profile

Notify customer when changed

Answer questions

Guidance and Commentary The concept of the value chain comes from the idea of seeing an organisation as a system, made up of subsystems each with inputs, transformation processes and outputs, which all involve the acquisition and consumption of resources. Costs and profits in an organization depend on how value chain activities are carried out.

When you perform your value chain analysis remember that it is a three-step process:

1. Activity Analysis: identify the activities undertaken to deliver a product or service; 2. Value Analysis: for each activity, think what you could do to add the greatest value

for the customer 3. Evaluation and Planning: evaluate whether it is worth making changes, and then

plan for action.

Root Cause Analysis Context

Identify issues in terms

of cause-effect

Meet with customer to refine the Business

Model Canvas

Describe the activities that create, deliver and capture

value

Refined Business

Model Canvas

Root Cause

Analysis

Value Chain

Analysis

Analyze current state

What are the customers’ business problems?

How does the organization create value?

Worked Example

Inbound Logistics Operations

Outbound Logistics

Marketing/ Sales Service

Maintaining Competitive Advantage External issues

Custom er issues

Q uality issues

Planning errors

Ensure availability and deployment of the correct staff

Value of expert knowledge not shared

Address the issues of an increasingly globalized customer base

Difficult collaboration across country boundaries

Travel causes high costs and employee dissatisfaction

Key staff members left during acquisition

Ensuring FinCo’s growth strategy continues to deliver expected results

IT Network slow and not reliable

Network unable to support new applications

© 2014 Global Knowledge Training LLC. All rights reserved25

Architect Consulting Workbook

Analyze Current

State

Design the future Business

Model

Developing a recomm- endation

Developing an imple-

mentation roadmap

Click here to return to the Main Menu

Guidance and Commentary Root cause analysis is a method of problem solving that tries to solve problems by attempting to identify and correct the root causes of events, as opposed to simply addressing their symptoms, with the aim of preventing problem recurrence.

There are different tools that can be used either individually or combined when performing root cause analysis. Here as follows we will take into consideration two approaches in performing root cause analysis: the Five Whys and the Fishbone Diagram.

The Five Whys is a question-asking process to explore the nature and cause of a problem. The Five Whys approach repeatedly asks questions in an attempt to get to the root cause of the problem. This is one of the simplest facilitation tools to use when problems have a human interaction component. To use this technique:

• Write the problem on a flip chart of white board. • Ask: “Why do you think this problem occurs?” and capture the idea below the problem • Ask: “Why?” again and capture that idea below the first idea

Continue with step 3 until you are convinced the actual root cause has been identified. This may take more or less than five questions—the technique is called the five whys because it often takes that many to reach the root cause, not because the question must be asked five times.

A fishbone diagram (also known as an Ishikawa or cause-and-effect diagram) is used to identify and organize the possible causes of a problem. It helps to focus on the cause of the problem versus the solution and organizes ideas for further analysis.

The diagram serves as a map depicting possible cause-and-effect relationships.

When performing your Root Cause analysis utilizing a fishbone diagram follow these steps:

• Capture the issue or problem under discussion in a box at the top of the diagram • Draw a line from the box across the paper or white board (forming the spine of the

fishbone). • Draw diagonal lines from the spine to represent categories of potential causes of the

problem. The categories may include people, process, tools, and policies. • Draw smaller lines to represent deeper causes. • Brainstorm categories and potential causes of the problem and capture them under

the appropriate category • Analyze the results. Remember that the group has identified only potential causes of

the problem. Further analysis is needed to validate the actual cause, ideally with data.

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