Enterprise Architecture

We understand the Enterprise Architecture discipline to be a cooperation between business and technical teams. Every digital transformation exhibits a great need for harmonising business workflows, systems, and data. Security issues are also ubiquitous, as regularly reported in the press.

Harmonising the various domain architects (process, information technology, data, security) and different internal and external stakeholders that converge at the enterprise architecture level is a challenge and goes far beyond IT planning.

The rapid development of technologies ensures that digital transformation is a continuous journey involving repeated re-engineering of processes. For this reason, the creation of a stable foundation is THE fundamental step in every transformation. Moreover, it helps to minimise risks and avoid unchecked expenses (particularly in the cloud).

Customer centric transformation

In today’s world, every business deploys a variety of initiatives with a focus on improving the customer experience (CX). In addition to improving collaboration through sales and marketing tools, substantial possibilities for improvement can be exploited while rationalising business workflows and systems. Customer points of contact with your own company within the value chain are the starting position in this respect.

In the client-centric transformation, the focus is on these contact points, defined as the starting point for a solution or product design (design thinking method). The goal is harmonious cooperation across all digital channels and a consistent image in dealings with the customer. The solution design follows this maxim (outside in) resolutely at an internal level.

When correctly implemented, this allows the business to define a particular customer experience as a strategic goal, and this can be continually developed through feedback from different channels. It also allows the business to measure progress. In addition to the achievement of strategic goals, this is also measured through the evaluation of customer feedback.

The elimination of communication barriers and simplification of self-service are key criteria if a company wishes to be considered a contemporary, modern business. Integrated evaluation of user behavior and the assimilation of information gained in the development process allow you to react speedily and professionally to customer feedback.

Innovation Management

A scalable infrastructure that can exploit the technology provided where needed to be combined with a lean portfolio approach is the prerequisite for continuous innovation.

As a decision-maker, you depend on the dynamic adaptation of priorities between the DevOps, Transformation, and Innovation areas. It is even more important to ensure that innovation has adequate space and that your platform strategy provides the environment for the speedy set-up and validation of prototypes and MVPs.

We support you in this to achieve a balance between governance and complete flexibility and create space for creativity with a view to later integration.

Platform Strategy

In conjunction with the client-centric transformation that shapes the digital perception of the client, it is also important for every business to take the hidden aspects of the customer journey into consideration. An integrated platform strategy is indispensable in this respect, ensuring a consistent image and seamless integration of all process participants without losing flexibility at a technical level.

Platform architecture and levels of integration influence the capacity of the business to respond with agility to customer needs.

Business process re-engineering

The digital transformation is generally synonymous with technology-based innovation. The agile organisation is readily perceived to be the consequence of this, enabling a business to keep pace with continuous technological change and be innovative.

Agile cooperation is in many respects better and more efficient in the context of many problem-solving processes, especially where complex tasks are involved that may surface in an unstructured form. Examples of these include product development and client escalations.

New importance is attached here to the issue of process re-engineering and, most importantly, process architecture. The design of processes not only needs to be reconsidered here. Completely new options are also revealed, particularly with regard to process autonomy.

The efficiency of contemporary technology only becomes evident if workflows are designed to train systems that, following an initial phase, are then capable of making autonomous decisions.

The challenge here is to build on what already exists and link processes in a new fashion. Readjustment of existing processes can also be adequate, depending on the application involved. Synergies are frequently created which also enable the consolidation of complete applications.

An understanding of the interaction between process, system, and data is decisive in this context, lending this discipline an appropriate level of importance within the enterprise architecture. This is a further reason for our USP, which is strongly exhibited in individual departments and enables a needs-based interaction of disciplines.