What were the underlying reasons or business implications for the need to innovate and transform the business?
This leading financial services client has fragmented business requirements and lines of business. Disparate systems and data sets have prevented leadership from gaining truly enterprise views into business trends without the extensive effort of manual coding. Technically, the lack of a centralized data platform prevents various business units from standardizing on similar technologies and architectures that would lead to efficiency and cost savings.
Describe your strategy and execution to solve the business challenge.
Our goal was to implement a leading technology platform in the cloud to reach not only enterprise analytic goals but also a solution that would enable citizen development.
Who was and how were they involved in building out the solution?
We comprised a team of consultants to design and implement their cloud platform and to kickstart their governance program. We start with a core team of five consultants and flexed up to 8-10 depending on the phase of the project.
What were the business results after executing the strategy?
For the first time, there is standardization across the enterprise. With a foundational layer built this year, this client is set up for key enterprise initiatives such as supporting: (1) three new critical application roll-outs, (2) the implementation of an MDM technology, and (3) cloud migration efforts to decrease spend on legacy environments.