Your customers turn to you because they perceive a very specific value offered. Align your architecture to support that value. Never find yourself in a situation where the architecture is considered state-of-the-art and the business struggling.
What is a customer value proposition? Here's a starting point:
- Which jobs-to-be-done are solved?
- What is the correlation between the benefit offered solving the jobs-to-be-done and price?
- How does the customer value proposition differ from the competition?
It can be a daunting task to do it for the entire company. A good starting point is then to start within a sub-domain, division or geography to limit the workload and be able to get to some sort of results quickly.
Once you have broken the workload into manageable pieces it's time to start analyzing from the key customer value proposition aspect. The following areas are covered from an Enterprise Architectural point-of-view:
Once you have broken the workload into manageable pieces it's time to start analyzing from the key customer value proposition aspect. The following areas are covered from an Enterprise Architectural point-of-view:
- Top-line factors:
- Jobs-to-be-done. How do we collect and generate insight into our customers? How do make that insight available to everyone within our organization and partners?
- Channels. How do we support our channels in promoting the value and jobs-to-be-done that we help with? How do we analyze the performance and profitability of our channels?
- Pricing. How do we make price and discount information transparent? How can we analyze correlation between insight into value and price?
- Bottom-line factors:
- Customization. Which customizations and flexibility do we offer to tailor to customer needs? How do we manage that information all the way from engineering through manufacturing to sales?
- Supply-chain. How well have we integrated the information flow from customer behavior all the way to our suppliers? What is our agility in terms of managing sudden changes in demand or supply?
- Sourcing. How have we balanced between in-house and external supply in order to have flexibility and cost-control? How well is our sourcing integrated with engineering and sales in order to create variants to meet customer demand?
Do you have other areas to be added and more questions to ask?
More to read:
- Jobs-to-be-done: Interview with Clayton M. Christensen
- HBR November 2010: Stress-Test Your Strategy: The 7 Questions to Ask
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