Many decisions and investments on IT solutions had been made to support single use cases and not considered in the breadth of the enterprise or the cost to run and maintain. Recent re-platforming of their ERP had hit challenges, and this was impacting the organisations’ ability to:
- Deliver best in class services to their members
- Respond to required changes more effectively and
- Gain the insights and analytics to better drive the business forward
We ran a parallel set of analysis through our architecture framework to get a rich picture of the organisation and understanding of its current position. Partnering with key stakeholders we created a Business Reference Model for the organisation to understand how key capabilities & services were realised, including:
- Support & Operating Model (People; Process; Technology)
- Key data & performance indicators
- Key pain points & challenges
The analysis – further informed by the business strategy – found some key structural opportunities in the way technology supported the organization. There was also misalignment between solutions and need, and operational challenges in how solutions had been realised.
The analysis found some key structural opportunities in the way technology supported the organisation, there was a misalignment between solutions and need plus operational challenges in how solutions had been realised.
By adopting a principles-based target architecture and technology strategy, and introducing proportionate governance, we enabled the client to begin addressing their member servicing challenges, while reducing the cost to serve. This resulted in:
- Better alignment of technology-investment to business strategy
- Reduction in total cost of ownership
- Improved control in future implementations
- Higher confidence in change delivery