BUSINESS & TECHNOLOGY

BUSINESS & TECHNOLOGY

Make the Information System a key asset for the business strategy

BUSINESS & TECHNOLOGY

DESIGN THE FUTURE & PLAN AHEAD

Design, structure, and implement a business and Information System transformation program

STRUCTURING A STRATEGIC VISION & MAPPING ISSUES

It is the alignment between challenges – operational tactics -, key capabilities, and business transformations to be achieved, that acts to shape the target IS

DESIGNING THE LOGICAL APPLICATION & INTEGRATION ARCHITECTURE

The architecture provides the bigger picture & ensures the efficiency & scalability of the target IS

BUILDING THE ROADMAP

By structuring the portfolio of business & IT projects appropriately and sizing it, trajectory scenarios can be optimized

Client case study

DEVELOPING A TARGET VISION FOR THE OPERATIONAL INTEGRATION OF DIGITAL & BIG DATA

On the basis of business principles set as part of a digital strategy based on enhancing its value proposition, this industrial and technological player took the time to define the target architecture both for its digital and Big Data platforms, as well as the ways in which functional integration was to be achieved between the two.

This target vision enables top management to understand the alternatives open to it, through the potential for business added value provided, and within the context of an international deployment and major security constraints.

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MAKE THE BEST CHOICES & STEER

Define the best technological strategy or Information System

DIAGNOSIS OF APPLICATION PORTFOLIOS

This diagnosis assesses the strengths & weaknesses of the portfolio along various lines (economic, technological, business alignment...)

RATIONALIZATION OF INFORMATION SYSTEMS

This rationalization also requires work on several fronts, not only functional

DEFINITION OF TECHNOLOGICAL STRATEGIES

The technological strategies flow from the analysis of the application portfolio and ensure the IS's capacity to adapt in the future

Client case study

MAKING THE BEST TECHNOLOGICAL CHOICES

The designing of a system for controlling operational security is not based on a standard architecture.

This major bank needed to make the best choices for the architecture and solutions, assess the eligibility of the solutions in place, identify the structural characteristics required for each component, and design the target solution, taking into account the entirety of its life cycle. To do all this, the bank was able to capitalize on design work that was undertaken in advance, and which will prove very effective in guiding the future of what is a highly strategic platform.

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EQUIP YOURSELF WITH THE KEY ASSETS & TRANSFORM YOURSELF

Transform or develop the IS Department

IMPLEMENTATION OF FUNCTIONS: ARCHITECTURE, SECURITY & INTEGRATION

The organization of the IS Department in functional silos is less well adapted to the challenges brought by digital architectures. The Architecture, Security, and Integration functions become crucial and cross-functional

ADAPTATION OF ORGANIZATIONS TO THE DIGITAL ERA

A differentiated positioning of the IS Department according to the business challenges, a diversity of models and delivery speeds, and the setting up of a "digital factory" are all areas in which the IS Department will need to adapt

Client case study

TRANSFORMING YOUR IS DEPARTMENT

What is the role of an IS Department today? Can I become my General Management's N°1 Business Partner? These were the questions that this IS Director in the cosmetic distribution sector asked himself.

Starting by mapping his company's challenges, and identifying all the Information System levers available for him to use to play a major part in meeting those challenges, he was able to shape a target vision for the development of his IS, both data and digital, which was comprehensive, integrated, and designed to directly generate added value. He then put forward the changes to his organization that would be required as a result of this target.

The result was immediate: greater investment in the Information Systems, and the achievement of a positioning as a business enabler.

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Jean-Bernard Guidt, a partner, supports your programs with his expertise promoting coordination between business functions and technologies.

Contact Jean-Bernard