A Global Fortune 50 insurance corporation was launching a Digital Transformation initiative to support many new business initiatives. The existing Enterprise Architecture team need to mature many of its internal capabilities to support many new digital platform technologies and vendors while also enabling business, marketing and IT development teams to launch new projects. Enterprise Architecture would also need to become a more real-time practice that cross integrated directly with business units and marketing in order be create more agility within the organization. In addition, they would be supporting the Program Management Office in scoping and prioritizing projects and IT Development teams direct in the development of new architectures.
An incremental roadmap was prioritized to drive the development of multiple capabilities of the evolving Enterprise Architecture Practice. New digital platforms and technology solutions would be identified and evaluated for adoption. New vendor and solution partners would correspondingly be selected for partnerships. Solution areas represented big data, business intelligence, cloud computing, mobile, marketing, and social media. For each area, new architectures, frameworks, standards and technical governance models would be established and integrated across the organization. New resource planning and estimating models would be developed and revised with implementation experience. New opportunity & risk models would be incorporated into strategic planning and business leader planning sessions.
Over a several year period, the Enterprise Architecture Practice drastically transformed the digital capabilities of the company allowing business units to engage with customers and partners through entirely new solutions and increase the ability of the business to move rapidly in the digital space. The practice transformed from a classic Enterprise Architecture team to a fully integrated practice across the matrix of the corporation. It became an enabler to planning and execution serving as a directly engaged resource to business and IT groups. It provided a key integration point for the business across IT, operations and cross line of business efforts. Given the cross matrix integration, it also became a key component in driving alignment, standards and collecting new forms of decision support data for the enterprise.
- Capability Development
- Digital Transformation
- Business Technology Management (BTM)
- Enterprise Service Level Agreements (ESLAM)
- Technology Lifecycle Management (TLM)
- Enterprise Licensing Management (ELM)
- Vendor Relationship Management (VRM)
- Opportunity and Risk Management
- Architecture Playbook
- Standards Development
- Road mapping
- Communication Management
- Project Mangement
- Change Management
- Transformation Management