nourishing ideas. nourishing people. · 13/11/2012 · products to over 6,000 ports worldwide . 3...

Intended for TCBAF use. Please protect accordingly. ©2012 Cargill Incorporated. All Rights Reserved.

Twin Cities Business Architecture Forum November, 2012

Nourishing ideas. Nourishing people.TM

Intended for TCBAF use. Please protect accordingly. ©2012 Cargill Incorporated. All Rights Reserved. 1

Agenda

• Cargill Overview

• IT and Enterprise Architecture Overview

• Enterprise Business Architecture Discussion

– History and Catalyst for Change

– What the future holds for Business Architecture at Cargill

– Panel Discussion


Cargill touches lives in more ways than you’d imagine.

From formula that helps infants grow

to icing on birthday cakes

to eco-friendly foam in couches and mattresses.

to zero-calorie sweetener in your coffee

to steaks at your favorite restaurant

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Presenter

Presentation Notes

Over the years, we have made many discoveries in consumer, agriculture and industrial applications. For example, we create specialty ingredients that help restore nutritional balance, manage weight, lower cholesterol, and promote joint and heart health. And in India, where vitamin deficiency is a major health concern, Cargill reaches 25 million people a month with cooking oil fortified with essential vitamins.


Cargill touches the world of business too. From farmers to Fortune 500 companies.

Helping farmers optimize yields, store crops and access the best markets

Formulating better-tasting recipes for restaurants and packaged foods

Creating food ingredients that promote health

Managing risk and stabilizing pricing for farmers and corporate customers

Creating supply chains and shipping products to over 6,000 ports worldwide

3

Presenter

Presentation Notes

We collaborate with customers to create better products and services, streamline supply chains, save energy, reduce costs and move goods to every corner of the planet. We help farmers get higher yields from fewer acres, and store crops so they have greater flexibility in marketing their harvest. We give back to the communities where we do business through continuous efforts to improve nutrition, health and education, and protect natural resources. While our business has always been based on moving surplus to need, we’ve now refined ocean freight transportation and supply chain management to an art form. For example, we connected a Japanese producer of premium eggs with an Illinois farmer who grows corn for chicken feed to the producer’s exact specifications.


Our strength is our ability to connect expertise around the world.

140,000 employees in 65 countries.

As of May 2012

North America 43% of gross investment

55,000 employees

Europe/Africa 27% of gross investment

25,000 employees

Latin America 16% of gross investment

25,000 employees

Asia/Pacific 14% of gross investment

35,000 employees

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Presenter

Presentation Notes

More than half of our 140,000 employees work and live in developing countries. We leverage our depth of knowledge from across the globe to help our customers and our communities thrive.


We buy, process and distribute grain, oilseeds and other commodities to makers of food and animal nutrition products. We also provide crop and livestock producers with products and services.

We provide food and beverage manufacturers, foodservice companies and retailers with high-quality ingredients, meat and poultry products, and health-promoting ingredients and ingredient systems.

We provide our agricultural, food, financial and energy customers around the world with risk management and financial solutions.

We serve industrial users of energy, salt, starch and steel products. We also develop and market sustainable products made from agricultural feedstocks.

Cargill is composed of 75 businesses organized around four major segments.

Agricultural

Food

Financial

Industrial

5

Presenter

Presentation Notes

Our real point of difference is our ability to collaborate with customers and partners to solve complex business problems, like helping a major restaurant chain create a zero-trans-fat-per-serving cooking oil for French fries, without sacrificing the flavor consumers love.


Agenda








Cargill’s Tartan & IT Organization

The Facts

• Cargill IT enables businesses and functions to have the process, data, information and technology to do their jobs today and in the future.

• Tartan is a global program that builds, deploys and sustains common process, data, information and technology (SAP-based) for Cargill businesses.

• Approximately 3,000 employees in the function

• Tartan project started in 2008

• Tartan implemented in approximately 10% of Cargill’s business units to date

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IT Organization

CIO

Solution Management

“Strategy”

Tartan “Build, Deploy,

Sustain” Solution Delivery “Change”

Service Operations

“Run”

Business Partners

Embedded IT resources provide direct support to

businesses and functions to help them run their

business.

“Run” handles primarily related

data, process and technology

support.

“Change” focuses on designing, developing and implementing data, process and

technology changes.

Responsible for setting the strategy; enabling

process, data and technology

solutions.

EA reporting

relationship

EA’s Role in the IT Organization

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EA’s Vision Drive value by aligning IT solutions with business strategy.

EA’s Mission

Shape Cargill’s process, information, and technology strategy and equip the enterprise to navigate to our

desired future state.

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Cargill Enterprise Architecture at a Glance

• First established in 2003 as part of IT • Launched in current form in 2008 • EA Strategy Refresh in 2012 • 29 Core Team members (static) • 4 Extended Team members (increasing)

Architecture Network

EA Extended Team

EA Core Team

Enterprise Domain Architects Enterprise Solution Architects

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Business Partners Strategic Partner

Car

gill

Bus

ines

s U

nits

and

Fun

ctio

ns

Presenter

Presentation Notes


Tartan and IT Business Plan FY12/13

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Business Partnering

Focus

Agile Solutions &

Services

Talent Development

& Engagement

Run Like a Business

Enabling Cargill’s Growth

and Connectivity

Through Information


Agenda








Enterprise Business Architecture History

2008 2009 2010 2011 2012

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Modeling based on SAP Solution Manager + ARIS No Capability Map Scope: Tartan Governance: Informal - Process Advisors with input from Team Services: Informal, focused on standing up Process Model and basics of process governance

Modeling based on SAP Solution Manager + ARIS. Loose affiliation to Capability Map Capability Map Release 1 Scope: Tartan + upcoming BU’s Governance: Beginning to formalize - Process Advisors with input from Team Services: Capability Map created in order to develop a better way to interface with stakeholders

Modeling based on SAP Solution Manager + ARIS. Loose affiliation to Capability Map Capability Map Release 2 Scope: Tartan + upcoming BU’s Governance: Formal - Process Advisors with input from Team Services: Capability Map now used in analysis services and reaching a point of stability

Modeling based on SAP Solution Manager + ARIS. Capability Map Release 3 Scope: Tartan + upcoming BU’s Governance: Formal - Process Advisors with input from Team Services: Capability Map now mature, yet moving toward a standardized view basis APQC.

Modeling based on SAP Solution Manager + ARIS. Capability Map Release 4 Scope: Enterprise. Governance: Formal - Process Advisors with input from Team Services: Capability Map foundational to several services within EA


Catalyst for Change

• Increasing demand for EA to support Business Initiatives – Major Acquisitions – Multiple Business Models (Instances) – Increased Global Demand

• Business Capability Consumability – Original Map did not include all Capabilities – Too much Tartan focus = hard to understand in other contexts

• Strategic Intent: Grow EA Capability across the Enterprise – Capability Catalog/Map central to many EA Services – Services can be applied to all of Cargill, not simply the Tartan project – Need services that can be delivered by Extended Architect team

• Selection of an Enterprise Architecture Tool

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Revised Approach

Market Trends

Business strategies with IT Innovation with Opportunity

The Enterprise with Common Language

Business Goals Current Capabilities

Best Practices across the Enterprise Technology to drive Business Value

Solution choices to drive Agility

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Agenda








What the Future Holds – EA Services

• Simplified Services – For ease of use of our service consumers, our extended architects & us – Rationalize and consolidate methods – Clear service stewardship roles

• Adaptable Processes – Modular - Use what you need – Templates and examples provide guidance and consistency – Agility for faster responses

• Consumable Deliverables – Written in client-focused business language – Improved branding – Repurpose content where possible

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EA Service Categories – Client View

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EA services are described in 3 broad categories for the external audience The EA tools used to deliver these services will be located in a central page for EA resources The EA team member will design the right approach and combination of services/deliverables to fulfill the client’s need

Simplified - Adaptable - Consumable


Business Architecture Services / Modules

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Simplified - Adaptable - Consumable

The Capability Catalog is a foundational component to many of the EA Services

Service / Module Description Business Capability Catalog Standard Catalog (APQC) Business Capability Map Catalog in the context of a Business Model

or project Current State Analysis Analysis of a BU/Function to align to a

Business Model IT Strategy Analysis of a BU/Function to develop

investment plans Solution Definition Analysis and Solution for a targeted area Business Capability Heat Map Capabilities to focus on Value Chain Diagram Future Business Goal Summary Future


Agenda








Breakout and Panel Discussion

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• Starter Topics – 10 minutes of discussion with your neighbors – EA Structure

• If you have a practice, how is your practice structured? • Should EBA sit in EA or elsewhere? • Can EBA successfully survive within an EA organization that rolls up to the CIO ? • What type of roles are there in your EBA practice (Business Architect, other) ?

– EA Engagement • How is EBA engaging with the business? • How long does it take to get EBA the attention it deserves? EA has been equated with

Applications and Technology. – Direction

• Now that you have seen where we are headed…where are you going? • How does your company use a Capability Catalog and what value do you get out of it? • What additional assets do you use besides a Capability Catalog ? And for what purpose? • What are the top trends you see coming in your organization in Business Architecture?

• Panel Discussion – 20 minutes

nourishing ideas. nourishing people. · 13/11/2012 · products to over 6,000 ports worldwide . 3...

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