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Discover opportunities to improve revenue, profitability and ROI from your marketing and sales investments. A QMP marketing and sales effectiveness audit is designed to identify those areas within a company’s marketing and sales function that have the best potential for creating significant upside. The time required for an audit varies with the size of the firm and the geographic dispersion of its operating divisions and sales offices.
This chapter describes a technique known as Business Transformation Readiness Assessment, used for evaluating and quantifying an organization's readiness to undergo change. Enterprise architecture is a major endeavor within an organization and most often an innovative Architecture Vision (Phase A) and supporting Architecture Definition (Phases B to D) will entail considerable change. Understanding the readiness of the organization to accept change, identifying the issues, and then dealing with them in the Implementation and Migration Plans is key to successful architecture transformation in Phases E and F. The Canadian Government Business Transformation Enablement Program (BTEP) provides guidance on how to identify the business transformation-related issues.
The BTEP recommends that all projects conduct a transformation readiness assessment to at least uncover the business transformation issues. The following sections describe Business Transformation Readiness Assessment using the BTEP method, including some lessons learned. The first step is to determine what factors will impact on the business transformation associated with the migration from the Baseline to Target Architectures. This can be best achieved through the conduct of a facilitated workshop with individuals from different parts of the organization.
Desire, Willingness, and Resolve is the presence of a desire to achieve the results, willingness to accept the impact of doing the work, and the resolve to follow through and complete the endeavor.
Business Case exists that creates a strong focus for the project, identifying benefits that must be achieved and thereby creating an imperative to succeed. Funding, in the form of a clear source of fiscal resources, exists that meets the endeavor's potential expenditures. Sponsorship and Leadership exists and is broadly shared, but not so broad as to diffuse accountability. Governance is the ability to engage the involvement and support of all parties with an interest in or responsibility to the endeavor with the objective of ensuring that the corporate interests are served and the objectives achieved. Accountability is the assignment of specific and appropriate responsibility, recognition of measurable expectations by all concerned parties, and alignment of decision-making with areas of responsibility and with where the impact of the decisions will be felt.
Workable Approach and Execution Model is an approach that makes sense relative to the task, with a supporting environment, modeled after a proven approach.
IT Capacity to Execute is the ability to perform all the IT tasks required by the project, including the skills, tools, processes, and management capability. Enterprise Capacity to Execute is the ability of the enterprise to perform all the tasks required by the endeavor, in areas outside of IT, including the ability to make decisions within the tight time constraints typical to project environments based upon the recent successful execution of a similar endeavor of at least half the size and complexity. Enterprise Ability to Implement and Operate the transformation elements and their related business processes, absorb the changes arising from implementation, and ongoing ability to operate in the new environment.
Once the factors are determined, it is necessary to present them in such a way that the assessment is clear and the maximum value is derived from the participants. The care spent preparing the models (which is not insignificant) will be recouped by a focused workshop that will rapidly go through a significant number of factors.
It is important that each factor be well-defined and that the scope of the enterprise architecture endeavor (preliminary planning) be reflected in the models to keep the workshop participants focused and productive. Circulating the models before the workshop for comments would be useful, if only to ensure that they are complete as well as allowing the participants to prepare for the workshop.
The use of a series of templates for each factor would expedite the assessment, and ensure consistency across the wide range of factors. The vision for a readiness factor is the determination of where the enterprise has to evolve to address the factor. Once the factor visions are established, then it is useful to determine how important each factor is to the achievement of the Target Architecture as well as how challenging it will be to migrate the factor into an acceptable visionary state.
The BTEP uses a Readiness Rating Scheme that can be used as a start point for any organization in any vertical. Urgency, whereby if a readiness factor is urgent, it means that action is needed before a transformation initiative can begin. Readiness Status, which is rated as either Low (needs substantial work before proceeding), Fair (needs some work before proceeding), Acceptable (some readiness issues exist; no showstoppers), Good (relatively minor issues exist), or High (no readiness issues).
Degree of Difficulty to Fix rates the effort required to overcome any issues identified as either No Action Needed, Easy, Moderate, or Difficult.
Although a more extensive template can be used in the workshop, it is useful to create a summary table of the findings to consolidate the factors and provide a management overview. Once the factors have been rated and assessed, derive a series of actions that will enable the factors to change to a favorable state. Each factor should be assessed with respect to risk using the process highlighted in Part III, 31.
These newly identified actions should then be formally incorporated into the emerging Implementation and Migration Plan.

From a risk perspective, these actions are designed to mitigate the risks and produce an acceptable residual risk.
The assessment exercise will provide a realistic assessment of the organization and will be a key input into the strategic migration planning that will be initiated in Phase E and completed in Phase F.
The readiness factors, as part of an overall Implementation and Migration Plan, will have to be continuously monitored (Phase G) and rapid corrective actions taken through the IT governance framework to ensure that the defined architectures can be implemented. The readiness factors assessment will be a living document and during the migration planning and execution of the Transition Architectures, the business transformation activities will play a key role.
The business transformation workshops are a critical part of the Communications Plan whereby key individuals from within the organization gather to assess the implications of transforming the enterprise.
Their determination of the factors will again create a culture of understanding across the enterprise and provide useful insights for the Implementation and Migration Plan.
The latter plan should include a Communications Plan, especially to keep the affected personnel informed. In short, enterprise architecture implementation will require a deep knowledge and awareness of all of the business transformation factors that impact transitioning to the visionary state.
In the main Contents frame in the left margin of the page, click the relevant hyperlink to load the Contents List for that Part of the TOGAF document or go direct to a chapter within the document. Within a chapter you can select Previous and Next at the top and bottom of the page to move to the previous or next chapter, or select Home to return to the welcome page. Downloads of TOGAF®, an Open Group Standard, are available under license from the TOGAF information web site. TOGAF is a registered trademark of The Open Group in the United States and other countries.
COMPARING THE MARKETING strategies and tactics of business units today with those often years ago, the most striking impression is one of marketing strategy obsolescence. It is not even necessary to take a ten-year period to show the rapid obsolescence of marketing strategies. Many companies feel that their marketing operations need regular reviews and overhauls, but do not know how to proceed. One hears more talk today about the marketing audit as being the answer to evaluating marketing practice just as the public accounting audit is the tool for evaluating company accounting practice. All company names, product names logos included here may be registered trademarks or service marks of their respective owners. This will be a joint effort between corporate (especially human resources) staff, lines of business, and IT planners.
Readers should keep in mind that most organizations will have their own unique set of factors and criteria, but most are similar. This is where management is able to clearly define the objectives, in both strategic and specific terms.
There is active discussion regarding the impact that executing the project may have on the organization, with clear indication of the intent to accept the impacts.
There are clear statements regarding what the organization will not be able to do if the project does not proceed, and equally clear statements of what the project will enable the organization to do.
The business case document identifies concrete benefits (revenues or savings) that the organization is committed to deliver and clearly and unquestionably points to goals that the organization is committed to achieving. Accountability is aligned with the area where the benefits of success or consequences of failure of the endeavor will be felt as well as with the responsibility areas.
There are clear notions of the client and the client's role relative to the builder or prime contractor and the organization is experienced with endeavors of this type so that the processes, disciplines, expertise, and governance are already in place, proven, and available to apply to the transformation endeavor.
It is clear to everyone how implementation will occur, how it will be monitored, and how realignment actions will be made and there are adequate resources dedicated for the life of the transformation. There has been a recent successful execution of a similar endeavor of similar size and complexity and there exist appropriate processes, discipline, skills, and a rationale model for deciding what skills and activities to source externally. There exist non-IT-specific processes, discipline, and skills to deal with this type of endeavor. The enterprise has a recent proven ability to deal with the change management issues arising from new processes and systems and has in place a solid disciplined and process-driven service management program that provides operations, maintenance, and support for existing systems. If each factor is converted into a maturity model (a re-usable governance asset as well) accompanied by a standard worksheet template containing all of the information and deductions that have to be gathered, it can be a very useful tool. Note that the model shown below also has a recommended target state put in by the enterprise architect; this again acts as governance.
Using a mechanism such as maturity models, enterprise architects will normally have to cover a great deal of ground in little time.
First, the factor should be assessed with respect to its base state and then its target state.
Before starting anew, existing actions outlined in the architectures should be checked first before creating new ones.
As risks, they should be part of the risk management process and closely monitored as the enterprise architecture is being implemented.
It is important to note whether the business transformation actions will be on the vision's critical path and, if so, determine how they will impact implementation.
To do this they will become aware of the Architecture Vision and architecture definition (if they were not already involved through the business scenarios and Business Architecture).

In many cases collaborating with the unions and shop stewards will further assist a humane (and peaceful) transition to the target state. With the evolution of IT, the actual technology is not the real issue any more in enterprise architecture, but the critical factors are most often the cultural ones. The license is free to any organization wishing to use the TOGAF standard entirely for internal purposes (for example, to develop an information system architecture for use within that organization). The growth economy of 1950 to 1970 has been superseded by a volatile economy that produces new strategic surprises almost monthly. Some companies simply make many small changes that are economically and politically feasible, but fail to get to the heart of the matter.
This might lead one to conclude that the marketing audit is a new idea and also a very distinct methodology.
Rudolph Dallmeyer, a former executive in Booz Allen & Hamilton, remembers conducting marketing audits as early as 1952. For example, if the enterprise envisages a consolidation of information holdings and a move to a new paradigm such as service orientation for integrated service delivery, then the human resource implications are major.
The outcome is a deeper understanding of the challenges and opportunities that could be presented in the course of the endeavor. In this workshop it is very useful to start off with a tentative list of factors that participants can re-use, reject, augment, or replace. There are visible and broadly understood consequences of endeavor failure and success criteria have been clearly identified and communicated. The endeavor is sponsored by an executive who is appropriately aligned to provide the leadership the endeavor needs and able to articulate and defend the needs of the endeavor at the senior management level.
There is no point deploying new IT capability without employees trained to use it and support staff ready to sustain it.
This group will feel ownership of the enterprise architecture, recognizing the enterprise architect as a valuable steward.
A book is also available (in hardcopy and pdf) from The Open Group Bookstore as document G116.
Competitors launch new products, customers switch their business, distributors lose their effectiveness, advertising costs skyrocket, government regulations are announced, and consumer groups attack. True, the company develops an annual marketing plan, but management normally does not take a deep and objective look at the marketing strategies, policies, organizations, and operations on a regular basis. Eldridge, The Management of the Marketing Function (New York: Association of National Advertisers, 1967).
Potentially coupled with a change-averse culture and a narrowly skilled workforce, the most sound and innovative architecture could go nowhere. Many of the challenges translate directly into risks that have to be addressed, monitored, and, if possible, mitigated. Predictable and proven processes exist for moving from vision to statement of requirements.
There is a recognition of the need for knowledge and skill-building for the new way of working as well as the value of a formal gap analysis for skills and behavior. Neglecting these and focusing on the technical aspects will invariably result in a lackluster implementation that falls short of realizing the real promise of a visionary enterprise architecture. Today companies are selling increasing numbers of small and medium-sized cars and fuel economy is a major selling point. These changes represent both opportunities and problems and may demand periodic reorientations of the company’s marketing operations. At the other extreme, companies install aggressive new top marketing management hoping to shake down the marketing cobwebs.
Lavidge, president of Elrick and Lavidge, dates his firm’s performance of marketing audits to over two decades ago. There is a communication plan covering all levels of the organization and meeting the needs ranging from awareness to availability of technical detail. Ten years ago computer companies were introducing ever more powerful hardware for more sophisticated uses.
In between there must be more orderly ways to reorient marketing operations to changed environments and opportunities. The scope and approach of the transformation initiative have been clearly defined throughout the organization.
His current research interests include marketing strategy, international marketing, and new product development. Gregor focuses primarily on major marketing, strategy, and organization assignments for U.S. Rodgers III is Principal and Founder of Hamilton Consultants, a marketing and strategy consulting services firm, as well as a professional associate with the MAC Group, where he was formerly Senior Vice President. Rodgers focuses on business strategy, marketing planning and auditing, acquisitions and mergers, and organization and control.

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