MODULE 03:

[Audio] [Introduce the title of the module 01]. MODULE 03:.

[Audio] Proceed to the explanation of the specific objectives of the training..

❶ Differentiate the concepts between systems planning and systems dynamics; ❷ Identify the difference between a business model and operating model; ❸Explain the relationship between the system and business process models; and ❹ Identify the design principles in operating business models.

What is Systems Planning?. [image] iii. Introduction to Systems Planning.

Systems Planning is a method used to analyze, simulate, and predict the behavior of complex systems. A set of practices supporting the way organizations operate, at the management level. Focused on planning of resources, capabilities, products, services, and co-delivery with partners. Translates business models into operating models which can be supported by business processes and IT systems..

Systems seen in layers. Partner setting. Group of people with solid fill Decision chart outline Cloud Computing with solid fill Folder Search with solid fill Network diagram with solid fill Link with solid fill Head with gears with solid fill Connections with solid fill Inbox with solid fill Clipboard with solid fill Internet with solid fill Dynamic Business-to-Business (B2B) networked enterprises Transient collaborative enterprises Business model Operating model Business processes Software applications Platform and infrastructure systems People Data Policies & rules Hyperscale Cloud IoT & Edge Computing Blockchain BPM Enterprise systems Business Intelligence Processes Smart Trusted IoT Networks Hyperlocal, ‘Industry 5.0’ Ecosystems Resource setting Check out IS video: https://www.qut.edu.au/about/faculty-of-science/school-of-information-systems Cognitive Computing Community-connected organisations through social networks Enterprise IoT.

Business Model - Organizational plan supporting the business strategy of an organization for the medium to long-term (usually 3-5 years) i.e Philippine Development Plan (PDP); Road Maps, etc..

Operating Model – tactical plan for supporting the business model of an organization (i.e Organizational Outcomes).

Business Processes – a set of activities which utilize resources (human, material, digital) to achieve operational goal (i.e Process or Service Flows per unit – human resource management system, financial management system).

Software Applications – technology directly used by users (desktop, mobile, web, and enterprise applications), includes databases. (i.e the various systems in your organizations, like the HRMIS, PMS, etc).

Platforms and Infrastructure – underlying systems software and tools used to support and run software applications. It includes servers, storage and networking resources used to host and operate systems..

Introduction to Systems Planning. Business Model ✅.

Introduction to Systems Planning. General structure of a business.

Introduction to Systems Planning. Regulators. Regulators.

Introduction to Systems Planning. Customer segments: specific groups of people in society that organizations support, or sell to, with their products/services e.g., National Government Agencies, State Universities and Colleges, Private Individuals/Corporation, Government-Owned and Controlled Organization - Some of government agencies’ customer segments.

Introduction to Systems Planning. Customer channels: outlets where organizations provide access for their products/services. These outlets may be part of the organization that provides the products/services or part of another organization e.g., Attached agencies, websites, regional/field offices – for government agencies.

Introduction to Systems Planning. Product/service suppliers: Organizations that supply product/services to organizations for use in internally running a business; supporting the creation of a business; combining with other products/services for sale to the market; or directly on-selling to the market. e.g., Security/Janitorial Services, Printing Services, Office Supplies providers, etc..

Introduction to Systems Planning. Supply businesses: similar to product/service suppliers but the distinction is that these involve organizations whose business generates business for another organization e.g., Other government organization, community, or associations holding events.

Introduction to Systems Planning. Retail businesses: similar to retail channels, however, there is a wider focus on a business than a retail outlet - products/ services of other organizations are sold to market these as part the business E.g., Procurement Service, DTI Bazaar booths Demand businesses: organizations whose business uses/buys products/ services of other organizations, not characterized as a retail business E.g., Citizens, Corporations, Individual proprietor.

Introduction to Systems Planning. Core business: the internal processes and systems that organizations use to manage their business – typically supported through enterprise systems. These needs to integrate with partners of the organization for efficient and innovative processes. Regulators: the organizations that regulate policy and some operations of organizations under an industry, government or particular type of business E.g., Commission on Audit (COA), Civil Service Commission (CSC), Department of Budget and Management (DBM).

Sample Answer: Government Agency - DSWD. COA DBM.

Introduction to Systems Planning. Exercise: Establish the current structure of your organization. Identify key players of your agency based on the previous diagram..

Business Capabilities. What is Business Capability?.

Business Capability Is a classification of what a business does (for government agencies, you may relate this to your agency’s mandate or your offices’ key role/function) An ability or capacity that a business may have or exchange to achieve a specific outcome or purpose..

Business Capability Map Abstract, compact representation of an organization’s business. Enables an organization to explore and express what it does, so it can plan, understand impact and change..

Importance of knowing what a Capability is… Provides an effective and easy-to-understand way of communicating what a business does, regardless of its size and complexity. Supports decisions for identifying where businesses need to improve, i.e. areas where change is needed; outsourcing would be beneficial; competency needed to be acquired. Supports analysis for how IT supports a business – it provides reference for links to business and IT systems to determine strengths, weaknesses, overlaps, and gaps of IT support of business..

Business Relationship to Capabilities How does the system affect the delivery or implementation of services? In a nutshell, it can be demonstrated in the next slide…..

Business relationship to capabilities. HAS. ENABLES.

How to identify business capabilities? Considerations for business capabilities and its examples… Analyze the key artefacts that organizations provide to deliver value to its markets - products and services (i.e. Human Resource Management, Procurement Management) Analyze how different parts of a business structure are supported -partner, channels, resources. (i.e. partner management, customer management, etc.) Analyze key parts of the business operations – production work (i.e. service delivery management).

value streams. Business Capabilities.

Example of Value Streams… Business: Engagement of Partners.

Bad examples of value streams: Narrow focus on individual or small set of capabilities. Result in isolated operations which lack integration. Business architecture will contain many value streams. Will be difficult for planning and communication purposes..

Application: In fifteen (15) minutes, try to demonstrate the relationship of your organization by identifying its business structure, the capabilities, and expected outputs/outcomes. Session 2: Overview on the Operating Model Design Time Allotted : 15 minutes Methodology : Lecture-Discussion Materials Needed : PPT Slides Abstract (Content).

[Audio] Providing customer-centered service access which responses to life circumstances and needs, using a centralized platform and third-party innovation..

Context of the Operating Model Design Principle Supports the value proposition of the business model. Focus on different aspects of the business (engaging customers, supply-side business partnerships, demand-side business partnerships, value delivery-products/services, risk mitigation) Generally captured through current and future state contrast, showing the effect of the principle, detailing how the principle is addressed through the business model..

The Operating Model Design Principles For Customers: Omni-Channel and Contextually Enriched Services Comprehensive Customer Management Connected and Pro-Active Customers..

Omni-Channel and Contextually Enriched Services Customers will be flexibly connected to products and services for their circumstances, using delivery channels from different agencies as well as diverse access points..

Omni-Channel and Contextually Enriched Services Customers will be flexibly connected to products and services for their circumstances, using delivery channels from different agencies as well as diverse access points..

Comprehensive Customer Management A single, comprehensive, and continuously up-to-date profile of customers will be utilized in a secure and private-sensitive way, significantly improving their understanding of immediate needs of customers and broader pathways they could take when using the product/service..

Connected and Pro-Active Customers Customers will be connected to each other through social media enabled digital communities which allow them to interact, share experiences of interacting with products/ services and provide wisdom of the crowd contributions..

For Service Delivery Optimized and predictive Service Delivery Versatile, pro-active and omni-channel service interactions Efficient and consolidated Business Support.

Optimized and Predictive Service Delivery The delivery of services, across customer and back-office activities (of providers, delivery partners, and others) will have sufficient intelligence and delivery levels to process customer requests given different degrees of delivery needs.

Versatile, pro-active and omni-channel service interactions Services available in the Cloud business will be accessed, through a variety of interaction styles, as required by the customer. To include, self-managed, self-assisted, dedicated staff assistance case handling and online community, customer-to-customer assistance..

Efficient and Consolidated Business Support The Cloud business will support shared systems and business processes for partners. Shared systems and business processes (e.g., like eBay/Amazon’s customer database, product catalogue, payment engine) provide a ‘business platform’ for all partners, without individual partners having to cater for the capabilities the platform provides, to participate in the Cloud business..

Service Design: Collaborative Service Design Service design will engage will the efforts of all key stakeholders, including customers, to enrich their quality and effectiveness..

For Partners: Dynamic Business Partnership Business partners (e.g. channel providers, service providers, service aggregators) should be able to participate in flexible ways, including self-assisted and automated ways. Their engagements, on supply or demand sides of the business, do not have to rely on real-world business relationships.

In formulating Policies and Risks: Agile and Enriched Policy Implementation The development, implementation and changes of policy concerning products and services (e.g. customer eligibility rules for personal loans) in the Cloud business will be supported through real-time and collaborative processes and tools. All key stakeholders of products and services, including regulators (policy agencies), service owners and service providers, will be directly involved in the analysis of the impacts of policy..

In formulating Policies and Risks: Seamless Compliance and Risk Mitigated Activities The delivery, monitoring and review of products and services in the Cloud business will supported by up-to-date data which shows how business rules governing access to products/services have been addressed and where non-compliance has occurred (e.g. products/services were accessed but proper checks were not undertaken). The data will be available through systems forms, dashboards, and reports accessed by staff, delivery partners and others..

EXERCISE: If your organization/agency is already in transition to digitization/automation, or is improving its service processes, have you considered any principles or foundation to guide your service improvement journey?.

[Audio] Ask the participants if there are questions and/or clarifications. If none, proceed to the Pre-Diagnostic Assessment..