P_SAPEA_2023 Leak Questions

For the Chief Enterprise Architect at Wanderlust, it is crucial to map stakeholders according to their stance on the transformation project, which will inform the approach for engagement and communication. The categorization into proponents, opponents, enthusiasts, and resistors is based on the stakeholder's level of support and their readiness for change.

Here's the categorization based on the provided stakeholder feedback:

SCM SPP Application Owner in IT- Enthusiasts: This stakeholder has begun upskilling in S/4 HANA eSPP, indicating a positive attitude towards the transformation and readiness to embrace new systems.

Wanderlust Greenbush, Australia Plant Head- Opponents: The plant head discourages consolidation of instances due to the need for flexibility and frequent regulatory changes, showing resistance to the transformation project.

Wanderlust Europe Business Head- Promoters: The business head favors consolidation to improve end-to-end visibility of the battery supply chain, which indicates support for the transformation initiative.

Dealer Management Application Owner in IT- Resistors: Preferring continuity due to heavy customization and niche business requirements suggests resistance to change, likely driven by fear of losing position or control over the existing system.

For successful transformation, the Chief Enterprise Architect should actively engage with each type of stakeholder differently, working to mitigate concerns, leveraging enthusiasm, and turning opposition into support wherever possible.

From the current Enterprise Architecture practice structure presented for Wanderlust GmbH, it appears that there are dedicated roles for a Chief Enterprise Architect and a Technology Architect. However, the roles of Application Architect and Business Architect are not explicitly mentioned. An Application Architect is crucial for designing and maintaining the application landscape, ensuring that it aligns with business requirements, while a Business Architect is essential for aligning IT strategy with business strategy and understanding the impact of business changes on the architecture. Their absence indicates a gap in ensuring the alignment between business processes and IT systems, as well as in defining and maintaining the application strategy.References= The roles and responsibilities within an Enterprise Architecture framework typically include both Application and Business Architects to ensure a comprehensive approach to aligning IT and business strategies.

A Business Model Canvas is a strategic management and entrepreneurial tool that allows you to describe, design, challenge, invent, and pivot your business model1. A Business Model Canvas consists of nine building blocks that cover the four main areas of a business: customers, offer, infrastructure, and financial viability2. These building blocks are:

Value Proposition: The value that you deliver to your customers and the problem that you solve for them.

Customer Segments: The different groups of people or organizations that you aim to reach and serve.

Channels: The ways that you communicate with and deliver value to your customers.

Customer Relationships: The types of relationships that you establish and maintain with your customers.

Revenue Streams: The sources of income that you generate from your value proposition.

Key Resources: The most important assets that you need to create and deliver your value proposition.

Key Activities: The most important things that you do to create and deliver your value proposition.

Key Partnerships: The network of suppliers and partners that help you create and deliver your value proposition.

Cost Structure: The most significant costs that you incur to create and deliver your value proposition.

A Business Model Canvas is a useful artifact to bring all the key dimensions of the Smart Battery initiative together in a single window, to have a unified, consistent, holistic view of the initiative. By using a Business Model Canvas, you can:

Visualize the entire business model of the Smart Battery initiative on one page.

Identify the gaps, inconsistencies, or conflicts among the different elements of the business model.

Align the value proposition, cost structure, revenue streams, partners, and channels with the customer segments and their needs.

Test and validate your assumptions and hypotheses about the business model.

Iterate and improve your business model based on feedback and data.

Verified References: 1: |  2:

Starting with the current processes will help to understand the capabilities that are needed in a new application. This will help to narrow down the field of potential applications and identify those that are most likely to meet the needs of Wanderlust.

Mapping business capabilities to these processes will help to identify the gaps in the current capabilities and the areas where improvement is needed. This will help to ensure that the new application meets the needs of Wanderlust and addresses the issues plaguing the existing application.

Relating Wanderlust processes to industry standard processes will help to identify applications that are already being used by other organizations. This can be a good way to ensure that the new application is compatible with other systems and that it can be easily integrated with existing systems.

The other two options, Comparing the costs of those market leading online marketing applications and Understanding the features of leading online marketing applications available in the market through product demonstrations and ranking the applications in terms of features, are not as critical at this stage. The costs of the applications can be compared once the shortlist of applications has been finalized. The features of the applications can be understood through product demonstrations once the shortlist has been finalized.

Therefore, the best course of action is to start with the current processes, map business capabilities to these processes, and identify which application(s) in the market can deliver such capabilities. This will help to narrow down the field of potential applications and identify those that are most likely to meet the needs of Wanderlust.

Here are some of the benefits of taking a process-centric approach to selecting a new marketing application:

It can help to ensure that the new application meets the needs of the business.

It can help to identify applications that are already being used by other organizations.

It can help to ensure that the new application is compatible with other systems and that it can be easily integrated with existing systems.