Developing a consistent global enterprise architecture
Client Requirement
Our client, a fast-growing global Fintech business, had expanded rapidly through acquisitions with more deals in the pipeline. The business had recently been acquired by a Private Equity consortium and needed to accelerate the pace of acquisition integration. The goal was to clear the backlog, realise synergies, complete more deals and enable continued growth.
OUR ROLE
- Arundel analysed the processes, systems and organisation of the parent business and for each acquisition in Europe
- Created an As Is view of the Enterprise Architecture covering parent and acquired businesses
- In parallel, Arundel reviewed business financial performance and strategy in each market to help properly align IT and operations with business priorities
- Leveraging the As Is Architecture and performance information we created an integration roadmap for each business defining:
- How to migrate data to core catalogs and systems
- Which new products needed to be launched in each market
- Which legacy acquired products and infrastructure needed to be retired
- Which acquired products should be retained and added to the global architecture
- How to manage the migration of customers to new products, securing existing business and driving future growth
- Created a To Be Enterprise Architecture and led the integration programmes which made it reality
Business Outcome
- Deployed a consistent Enterprise Architecture across the acquired businesses standardising processes, products, applications, core systems, data and organisation
- Enabled the establishment of pan regional and global operations, simplifying the business and increasing transparency
- Improved alignment between business strategy, technology and operations
- Enabled the launch of multiple new products into acquired businesses – targeting lower competition segments with products delivering higher profit margins
- Achieved 30% growth and significant margin improvement in key markets
Completion Date: 2023
