Models for Strategic Planning Applying TBIM to the Montreux Jazz Festival Case Study Fabiano Francesconi 1, Fabiano Dalpiaz 2, John Mylopoulos Teralytics AG, Switzerland Utrecht University, the Netherlands 3 University of Trento, Italy 1
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Agenda
1. 2.
3. 4. 5.
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Background and Research Outline The TBIM Language Modeling the MJF Case Study Lessons Learned Discussion and Outlook
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1. Background and Research Outline
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1. Background and Research Outline
Strategy: the longterm objectives of an organization: its vision, mission, goals
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Strategic planning
Strategic plan: high-level business tactics defining how to realize a strategy
© Fabiano Dalpiaz, 2015
1. Background and Research Outline Background: the Tactical Business Intelligence Model (TBIM) for strategic planning [ER’13]
A modeling language for representing and reasoning about strategic plans Combines and extends
Two views: 1.
2.
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The Business Intelligence Model for modeling strategies The Business Model Ontology for modeling tactics Tactical view Partnership view
© Fabiano Dalpiaz, 2015
1. Background and Research Outline
So far, TBIM has been applied only to small-scale cases…
Research Question. What is the adequacy of the modeling primitives and models of TBIM for large-scale settings? Sub-questions: 1. What are the strengths of TBIM that make it adequate for large-scale settings? 2. What are the limitations of TBIM that hinder its adequacy for large-scale settings?
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1. Background and Research Outline Research method to answer the questions
1. 2. 3. 4.
5.
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Choice of the case study: the Montreux Jazz Festival Collection of documentation on the case: Osterwalder’s thesis and online information Iterative creation of the models: one researcher as a modeler, the other two researchers providing feedback (~12 days) Analysis of the results through brainstorming sessions Creation of a report
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2. The Tactical Business Intelligence Model (TBIM) Language
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2. The TBIM Language Baseline 1: Business Intelligence Model [SoSyM’12]
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2. The TBIM Language
Baseline 2: Business Model Ontology [Osterwalder, 2004] What do we offer to our customers? WHAT?
Who are our customers? How do we reach them? How do we get and keep them?
Value proposition WHO?
HOW?
Value configuration
Customer segment
Partnership
Distribution channel
Core capability
Revenue
Relationship
Cost HOW MUCH?
How do we operate and deliver? How do we collaborate? What are our key competencies? 10
What are our revenues? Our pricing? What are our costs? © Fabiano Dalpiaz, 2015
2. The TBIM Language
BTW, the Business Model Ontology underlies the influential Business Model Canvas
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2. The TBIM Language
TBIM concepts: tactical view (1/2)
Unlike BIM, TBIM is multi-actor
Resources that, when delivered to a customer, add value to the organization Key processes to define how the strategy is realized
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2. The TBIM Language
TBIM concepts: tactical view (2/2)
Resources are consumed and produced
Resources are delivered to customers through distribution channels
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2. The TBIM Language
TBIM concepts: partnership view
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A network of contracts among agents and roles The debtor commits to the creditor to deliver a consignment, if an optional reward is provided
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3. Modeling the MJF Case Study
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3. Modeling the MJF Case Study
A world-renown festival that hosts jazz concerts in the Swiss city of Montreux on the Lake Geneva shoreline
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Founded in 1967 International venture with an audience spanning four continents and a budget of 15 million Swiss francs Run by the Montreux Jazz Festival Foundation The 2003 edition (modeled by Osterwalder in his doctoral dissertation) had an attendance of roughly 240,000 visitors, more than 94,300 tickets sold, 44 DJs, 326 bands, 1,200 staff
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3. Modeling the MJF Case Study
TBIM applied: a. Start with a BIM model, and refine it by modeling strategic plans
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3. Modeling the MJF Case Study
TBIM applied: b. Tactic view Experience delivery
Concert recording Ticketing and advertising
80+ elements, 100+ relationships 18
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3. Modeling the MJF Case Study
Tactic view: zoom-in
Different ways of selling tickets
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Online vs. off-event Through website, or external site How to reach different customers
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3. Modeling the MJF Case Study
TBIM applied: c. Partnership view (full)
13 actors, 13 commitments, 35 elements
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3. Modeling the MJF Case Study
Partnership view (zoom-in)
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4. Lessons Learned
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4. Lessons Learned
SRQ1 -- Strengths
Expressiveness: the rich set of concepts enables representing complex situations, e.g., that “artists” are resources that are consumed to organize concerts
Separation of concerns: tactical and partnership views decouple the specification of a tactic from the choice of the partnerships to support the tactic
TBIM as a bridge: moderately effective in expressing how a strategy is realized, but further details shall be left to BPMN or similar languages
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4. Lessons Learned
SRQ2 -- Weaknesses
Money flow: the revenue/cost aspect of business models is not considered; this would be useful to compare alternative strategic plans
Contextual triggers: tactics are not always applicable; this is not representable in TBIM
No organizational structuring: the internal relationships among actors cannot be represented
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5. Discussion and Outlook
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5. Discussion and Outlook
TBIM potential for modeling large-scale strategic plans
Multi-actor perspective supports scalability The two views separate the private and public concerns
Weaknesses exist though
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What is the modeling termination criteria? Many primitives exist A deep understanding of the modeling primitives is required
© Fabiano Dalpiaz, 2015
5. Discussion and Outlook
Future work
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Involve external modelers to address the applicability of the language (outside the scope of this paper) Support revenue/cost modeling Tackle the steep learning curve Assess the benefits on non-retrospective case studies
© Fabiano Dalpiaz, 2015
Thanks for listening!
Questions?
[email protected]
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