Enterprise knowledge as a critical success factor for successful digitalization

Digitalization is on everyone's mind and revolutionizes one industry after another. Customer needs are rapidly changing and new business models continuously increase the competitive pressure. In addition, more stringent legal requirements and rising burdens of compliance increase the cost pressure. Companies are required to adapt to the pace of this change: organizationally, procedurally and technologically.

Business transformation is not a one-off project

Isolated projects are not enough – they might lead to short-term success, but also contribute to EA fragmentation. When project-specific IT solutions are changed or acquired, processes are adapted or organizational structures are changed, the negative impacts are not obvious, but become visible when considering the entire enterprise architecture. Individual measures are far too short-sighted and cannot be sustainable in the long run. What is needed, are measures that enable companies to compile their offer of services in the context of current and future customer expectations, technological possibilities and foreseeable trends, and to rethink all these aspects holistically. This is most easily demonstrated by the fact that there is a procedural, organizational and technological target vision, which is being pursued with a controlled business transformation – often for several years. Only those companies that follow this approach, achieve the competitive advantage.

 

Such a (disruptive) reorientation is, above all, so challenging and complex because it requires changes that go right across the company and turn many things that have already been structured and optimized upside down. In addition, it requires taking a look at the whole picture and having a good understanding of customer expectation and interaction.

 

In addition to the strategic challenge of the transformation of assets as well as the operational challenge to implement this by means of organization, processes and technology, companies are increasingly faced with  the compliance challenge. Said challenge defines framework conditions which have to be adhered to both in design and operation.

"Successful business transformation can only be achieved through a coordinated and targeted orchestration of the strategic, procedural and technological levels while respecting compliance. The organizational structures need to be adapted accordingly."

Dr. Christian Lichka, Member of the Management Board of BOC Group

 

 

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To follow the best path, the day-to-day is key – that's why a plan is required

Strong competitive pressure or limited views on the environment within the company often lead to implementation projects that reduce digitalization to the transfer of existing assets into a digital framework, without exploiting the much more extensive opportunities for a holistic re-design of digital services.

 

Countless examples demonstrate lost investments and clearly show that a customer-oriented digitalization of the offer, is not a simple homework, especially when considering a viable business model. If personal interaction with customers is removed (or goes into the background), and if the "equality" of the competitors, which occurs through digital technology (everyone has essentially the same functions/technologies available), the "homework" suddenly becomes a massive scrutiny of their own offer, their USPs, and the possibility of delivering it themselves or integrated into a digital ecosystem.

Business transformation as professional and technical interplay on a uniform enterprise architecture

Local (alleged) optima and decisions based on selective information can be avoided by means of a holistic picture of the enterprise architecture. For this reason, the BOC Management Office allows a complete mapping of all previously mentioned levels in a common data stock, which is subsequently consulted for analysis. In order to achieve this, the company's assets are identified, catalogued and contextualized at a strategic, professional and technical level. Only through this it is possible to make analyses of all relations and, with this gain in knowledge, control the overall architecture from an actual to a target model.

On this basis, the profound implementation of a digitalization strategy as well as its operationalization is ensured in all areas – from processes to IT and the organization by taking into account risks, controls and compliance. Ensured means to know and to consider the lifecycle of the contents, i.e. to enable an integrated collection, to publish the content in the company and to obtain feedback, to define releases, and to keep up with comprehensive analysis and control. This means that silos are avoided and projects are always placed within the context of the entire professional and technical enterprise architecture.

 

 

Phases of the procedure model and sample content

 

 

Processes

IT

GRC

Create

 

  • Process maps

  • Process modelling

  • Collaboration models

 

 

  • Application catalogues

  • IT inventory

  • Interface directories

 

 

  • Risk catalogues

  • Compliance requirements

  • Checkpoints

 

Publish &
Share

 

  • Process release

  • Process portals

  • Feedback & Continuous Improvement

 

 

  • Validity

  • Planned changes 

  • ITIL processes

 

 

  • Key processes

  • Key risks & controls

  • Dependencies

 

Analyse &
Report

 

  • Business impacts 

  • RACI  matrices

  • Process changes

 

 

  • Architecture views

  • Technology roadmaps 

  • Single source violations

 

 

  • Risk portfolio

  • Compliance impacts

  • Audit reports

 

Manage &
Control

 

  • Performance dashboards 

  • Maturity views 

  • Change views

 

 

  • Architecture views

  • Quality problems

  • Harmonization

 

 

  • Changes in exposure 

  • Pending controls

  • Escalations

 

 

 

The BOC Management Office in practice – from collection to analysis, evaluation and control

Get an overview

Capability maps and process maps provide a complete overview of the core activities of the company.

Understand the connections

Impact analyses show, for example, which processes are affected by an application to be replaced and which technologies you must consider.

Introduce transparency into your workflows

Process models detail the processes and create transparency for all parties involved.

Always keep an eye on your risks

Dashboards allow you to keep track of your risks and controls in your internal control system (ICS) in a compact form.

Identify the need for action

Technology roadmaps and other graphical analyses show the need for action even before you enter a critical situation.

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CONTACT US

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QUESTIONS?

Enrique Lobo Cruz

P +353-1-871 94 16
F +353-1-871 94 17
E info@boc-group.com