Are your IT architectures, like those of most companies, historically grown, partly redundant, complex and partly not properly documented and visualized? And what about standardization?

The world is undergoing rapid change, and digitization is opening up a wide range of opportunities to further develop products, business processes and organizations. As a result, innovation cycles are shortening, driven by e.g. the advancing networking of people, machines and technologies. The boundaries between life and work are moving closer together in all areas and are gradually beginning to merge. There will be even closer networking, communication and interaction, which will bring both opportunities and risks.

This applies to IT in particular.
The IT landscapes of large companies and organizations are growing rapidly and, for historical reasons, are often heterogeneous. This leads to inhomogeneous systems, a confusing mix of internally and externally provided IT services, and a lack of transparency with regards to the linking of business processes and supporting IT platforms, which prevents cost-efficient IT management.

External IT services are often provided as kind of black-box. Without taking into account the customer’s individual requirements for agility and stability, operations are primarily optimized according to the requirements of the service provider (e.g. cost efficiency of their own infrastructure). The customer often loses transparency with regards to the platforms and interrelationships used and does have control or make decisions to a limited extent.

In order to maintain decision-making authority and avoid increasing dependencies, knowledge about the integration of architectures – from business processes to the IT platform – must be constantly available to the customer. Changes, regardless of the level, whether internal or external, must be linked via a common key to ensure constant transparency.

A high degree of standardization and forward-looking development planning avoids costs arising from variant diversity and operational complexity and creates reliability in planning. This creates the prerequisite for strategic growth, continuous business development and ongoing corporate performance improvement.

• Developing and visualizing process-focused IT strategies (business architecture, application architecture, technical architecture).
• Interlocking process management and architecture management.
• Developing and implementing Enterprise Architecture Management.
• Analyzing existing IT/OT architecture and designing integrated, platform-based IT landscapes.
• Designing and developing business object and data models.
• Standardizing and consolidating applications and platforms.
• Developing functional application architectures for the Digital Workplace.
• Building up control functions for the management of service providers (outsourcing projects).
• Implementing efficient Information and Data Management.
• Managing IT risks and issues.

Our core competencies include consulting on the selection and design of an integrated IT architecture and the relevant technology platforms that support strategic business processes. With a stringent IT architecture, all elements mesh seamlessly and adaptably. Only with a coherent technology, your set goals are achieved.
We orchestrate the individual elements across disciplines, ensure conformity of hardware and software and thus design a custom-fit solution for all your requirements.