Achieve digital transformation and consumer-centric business processes using enterprise architecture.

A $69B managed healthcare company decided to create a new consumer-centric health plan. A recent Consumer Business unit would own the new business platform, provide new products to the market, base itself on a different engagement model, and apply digital-first principles and new business processes across the board.

The global Insurance company needed a tool to transform business processes and utilize Lean methodology

A Global Insurance company headquartered in Canada with $71B assets under management and a diversified business ranging from wealth management to group pensions was facing some challenges, including:

Undergoing business transformation while dealing with technology discontinuity

This Fortune 50 Insurance Company launched a business transformation initiative to ensure all its efforts were unified and directed toward achieving corporate growth goals and improved performance. The transformation initiative focused first on the IT infrastructure and resources since IT would be the driving force behind implementing change throughout the Company.

The Company's specific IT challenges included:

Modernize and align IT to business strategies to realize transformation.

A $2.5B transportation holding company and one of the top 10 largest railroads in the US and Mexico had the vision to become the fastest-growing, best-performing, most customer-focused transportation provider in North America. To realize this, the Company needed to enhance coordination, simplify integration, build a consistent infrastructure, and create greater efficiencies in developing technology solutions that align with the business strategies with IT.

Determine how to take advantage of emerging technologies with an existing footprint

A precious minerals and mining company headquartered in Canada works with diversified natural resources and is engaged in mining and mineral development, including steelmaking coal, copper, zinc, and energy.

Disparate sources, data, and information were holding back Transformation

A mid-market financial services lender ("Company") with revenues of $115M decided to take on a modernization initiative that involved providing customers with a "one-stop shop" online portal for services and payment options. The Company was just beginning its enterprise architecture initiatives looking to evolve from Microsoft Office and Visio static artifacts to a more centralized dynamic repository that could help manage and store their information and data.

Modernize and centralize the bank's IT compliance management 

A leading player in the international banking sector, the group's challenge is to ensure consistent regulatory compliance with numerous regulations such as GDPR, NYDFS, PCI-DSS, CSP Swift, etc., without disrupting business development. With an international scope, the bank's IT departments consist of several thousand staff. 

The company had no data governance and thus had dirty data

A midmarket professional services company must protect its intellectual property as its people's knowledge and skills are paramount to the revenue model. The Company decided to start at an elemental level and properly manage and govern its data. Metadata was not defined or worked across hundreds of applications, and over time, the data became very dirty and unorganized. There was no information governance, and data quality was poor and thus unreliable.

The Single European Sky ATM Research Project (SESAR) is the technology pillar of the EU's Single European Sky initiative to standardize air traffic management (ATM) across the region. SESAR aims to develop advanced technology to boost operational efficiency, lower costs, and reduce the environmental impact per flight.

The size of Manni Group Holding, with a global presence in several countries, requires an integrated method for assessing risks and controls. Internal audit activities only began in 2016, replacing what was previously called "management control" and thus creating the Internal Audit function, which did not exist before. The latter is one of the reasons why the methodology used by the group presented various difficulties.