A Baseline Business Architecture for the Office of the Registrar of Indigenous Corporations

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The Challenge

The Office of the Registrar of Indigenous Corporations (ORIC) is the regulator of indigenous corporations. ORIC’s vision, however, is to shift the organisation from primarily a regulator to a proactive and supportive enabler of Indigenous Corporations. It wants to achieve this by uplifting its operational and decision-making capabilities, and by uplifting Corporations’ capabilities. To do this, ORIC will design initiatives to support them to become more self-regulating.

A recent program of decentralisation for both ORIC staff and business functions, combined with a reduction in staff numbers and a turnover of registrars, has impeded ORIC from making this business model shift.

ORIC was experiencing issues in knowledge retention, consistent application of standard operating procedures, assurance in decision making, and alignment of vision and strategies to initiative execution and daily operations.

The Solution

To address this, ORIC engaged E&A to develop a business architecture. This architecture will provide ORIC with a better understanding of which parts of its business need to be uplifted, and which capabilities ORIC must invest in to improve how it can proactively enable and support Corporations to better self-regulate.

The team developed products that provided both a view of the organisation from an ‘inside-out’ and ‘outside-in’ lens:

  • The Outside-In approach is led by the needs of the customer and how the organisation can best operate to deliver value for them.
  • The Inside-Out approach looks at an organisation’s inner strengths and how these can be optimised to produce a sustainable future.

The purpose of these products was to:

  1. Define, align and communicate ORIC’s vision and strategic priorities consistently throughout the organisation.
  2. Gain visibility into customer journeys, pain points, needs and opportunities for improvements.
  3. Manage a geographically dispersed workforce across Australia.
  4. Document and adopt organisational processes consistently.
  5. Understand the opportunities to uplift technology and prepare staff for technology changes on the horizon.
  6. Retain corporate and tacit knowledge.

Developing ORIC’s Business Motivation Model

The first step for ORIC was to define and validate its own business motivation. The E+A team engaged with key stakeholders across the organisation to develop ORIC’s business motivation model (BMM).

The BMM articulates the vision and mission of an organisation and further decomposes into measurable goals, strategies, objectives and tactics. This deliverable was designed to ensure that the leaders within ORIC were united towards a single purpose and that business activities reinforce each other.

Help ORIC Better Understand its Customers and Value Network

The team increased ORIC’s visibility of the corporation users’ customer experience across various journeys that customers undertake to consume ORIC’s services or to fulfil their regulatory obligations. In consultation with key ORIC staff, and harvestable user research products in the environment, we built a corporation lifecycle journey infographic. 

This view of ORIC’s business provided an anchor-point to assess whether there was alignment between the strategic lens of the business through the BMM and the needs of their corporation users.

The team developed a value network diagram to model all of the external public and private sector entities that ORIC interfaces with. A key overlay to this diagram was a qualitative assessment of both the current and future value of these entities to ORIC.

Audit ORIC’s Standard Operating Procedures (SOPs)

The team audited and created a consolidated view of the siloed pockets of information regarding operating processes into a consolidated knowledge-base of standard operating procedures. 

The Benefits

The team delivered the above scope in under a month. As a result, ORIC achieved the following outcomes:

  1. Improved visibility of how their corporation users can be serviced better and where to invest to make improvements.
  2. Increased visibility of the broader value ecosystem that ORIC operates within, who it relies on to deliver value to its customers, and dependencies that exist both up and down-stream from ORIC’s core activities.
  3. Improved understanding of ORIC’s corporation customers, their needs and where ORIC’s touch-points are on the customer’s journey.
  4. A clear and communicable vision and strategy that ORIC can use to set direction and achieve goals and objectives.
  5. Well developed business and operating model views in a dynamic repository which can now be used to identify gaps and drive consistency in business operations.
  6. Clarity on the investment required to realise ORIC’s vision and uplift operations.

On the back of this engagement, E&A was engaged by ORIC in a sustained ongoing engagement to further iterate the above products, and develop Stage 2 of ORIC’s business architecture in a modelling tool. This included further capability modelling, investment road mapping, and a re-design of ORIC’s operating model to align the organisation to its vision and mission.