A lot of noise and debate has been heard in the past few years over the issue of optimum approaches and favorite techniques to analyze, design and build tactical process-based solutions. However, more recently attention has been turning to business process' relationship to the strategic direction of the business. This presentation will present an approach which provides traceability from strategy to process through the critical link of the business stakeholders: all those who have a 'stake' or interest in the success of the company whether they be customers, suppliers, owners, staff, or community-based. It will go extend the concept of the "Balanced Scorecard" to a fully attributed analysis of multiple stakeholder perspectives which will drive business and business process solution prioritization, resource allocation and scope definition as well as future visioning. It will assure that all decisions and designs are taken from an outside perspective looking in rather than an internally myopic one. The approach described and illustrated in this session will start with an analysis of the business environment itself. It will examine alternate business scenarios and measures and develop a fully attributed Business / Stakeholder Interaction Model. The total set of business processes will be architected and connected to the stakeholder interactions defined by the business. Stakeholder-based Key Performance Indicators will be identified which support or lead to the overall business scorecard defined earlier. A resultant Business Process / Stakeholder Interaction Model will then be produced. Process Renewal Priorities for investment and resource allocation will then be developed based upon Process Understanding, Opportunity and Stakeholder Value Add. The implications of the process change priorities will then be vetted against the other aspects of organizational and enabler change: the technology architecture, the applications architecture, the data / information architecture, the business object architecture, the facility infrastructure plans, the human resource strategy and the organization structure. By iteratively cycling through this framework on a regular basis, the business change management program of the enterprise can be adaptable as conditions change, synchronized among all of its component projects, aligned to stakeholder values, and traceable to business outcomes and success factors. Business Environment Analysis Business Environment Factors and Alternative Scenario's Business Measures Stakeholder Identification A Business / Stakeholder Interaction Model Attributes of Business Stakeholder Interactions Business Process / Stakeholder Analysis Business Process Architecture Model Business Process / Stakeholder Alignment Stakeholder Process Key Performance Indicators(KPI's) Business Process / Extended Stakeholder Interactions Process Renewal Prioritization Techniques Process Measurement / Management Implications Business Process Alignment Technology Architecture Applications Architecture Data / Information Architecture Business Object Architecture Facilities Infrastructure Plans Human Resources Strategy Organizational Design Process Renewal Visioning Stakeholder Perspective Visioning Extended Stakeholder / Process Scoping Establishing Performance Improvement Targets Project Performance - Solution Evaluation Criteria The Business Case