{"id":1215,"date":"2026-02-06T16:35:36","date_gmt":"2026-02-06T16:35:36","guid":{"rendered":"https:\/\/sconseilsdo.ca\/?page_id=1215"},"modified":"2026-02-12T19:16:17","modified_gmt":"2026-02-12T19:16:17","slug":"tech-strategy-architecture","status":"publish","type":"page","link":"https:\/\/sconseilsdo.ca\/?page_id=1215","title":{"rendered":"1 – Tech Strategy & Architecture"},"content":{"rendered":"\n
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\"\"<\/figure>\n<\/div>\n\n\n\n
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Why do so many IT transformations fail to deliver expected results or derail with extended spending and timeline ?<\/strong><\/h4>\n\n\n\n
    \n
  • Lack of appropriate program governance and safeguards.<\/li>\n\n\n\n
  • Lack of knowledge and advice in business transformation<\/li>\n\n\n\n
  • Insufficient planning for operating model and process redesign<\/li>\n\n\n\n
  • Deficient change management<\/li>\n\n\n\n
  • Uncontrolled master data<\/li>\n\n\n\n
  • Lack of independent oversight<\/li>\n<\/ul>\n\n\n\n

    …. are all often cited causes<\/p>\n\n\n\n

    <\/div>\n\n\n\n

    Few will mention the lack of a clear identified technology strategy aligned with business capabilities and objectives <\/strong>driving and structuring an enterprise architecture target state<\/strong>.<\/p>\n\n\n\n

    What is this and why does that matter ?<\/strong> A technological transformation almost always requires:<\/p>\n\n\n\n

      \n
    • Changes in business processes<\/li>\n\n\n\n
    • Redesign of the operating model<\/li>\n\n\n\n
    • In addition, for complex ecosystems, rarely does a single solution cover all the required capabilities.<\/li>\n\n\n\n
    • A hybrid architecture that requires multiple solutions and interoperability with an intermediate state often needs to be planned.<\/li>\n<\/ul>\n\n\n\n
      <\/div>\n\n\n\n

      Jumping headfirst into technology integration <\/strong>without strategic and architecture planning can result in:<\/p>\n\n\n\n

        \n
      • Changes to the scope<\/li>\n\n\n\n
      • MVP failures (minimum viable product)<\/li>\n\n\n\n
      • Deadlines exceeded<\/li>\n\n\n\n
      • Underestimates in Budget<\/li>\n\n\n\n
      • Business continuity challenges<\/li>\n\n\n\n
      • Minimal benefits other than mitigation of obsolescence risks<\/li>\n<\/ul>\n<\/div>\n<\/div>\n\n\n\n
        <\/div>\n\n\n\n

        A capability-driven tech strategy & architecture is one of the missing links to a successful transformation<\/strong><\/h4>\n\n\n\n

        Some Foundations explained:<\/p>\n\n\n\n

        \n
        \n
        \n

        Business Capabilities:<\/strong><\/p>\n\n\n\n

          \n
        • Different business functions (existing or future)<\/li>\n\n\n\n
        • Represented by grouping of functions or by end-to-end value streams.<\/li>\n\n\n\n
        • Used for:\n
            \n
          • Evaluation of business performance and project aspirations<\/li>\n\n\n\n
          • Assessing how technology does or does not support each function<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/div>\n<\/div>\n\n\n\n
            \n
            \"\"<\/figure>\n<\/div>\n<\/div>\n\n\n\n
            \n
            \n
            Conceptual Enterprise Architecture:<\/strong><\/h6>\n\n\n\n
              \n
            • Connects the IT field to the business world<\/li>\n\n\n\n
            • Relates technologies to business capabilities and defines their interaction a high level<\/li>\n\n\n\n
            • Used to describe:\n
                \n
              • The current state<\/li>\n\n\n\n
              • Target state aspirations<\/li>\n\n\n\n
              • Types of technologies used and needed<\/li>\n<\/ul>\n<\/li>\n\n\n\n
              • Facilitates highlighting of key gaps that may require third-party solutions or the need to schedule an interim state status.<\/li>\n\n\n\n
              • You don’t need to have technologies fully selected to establish an enterprise architecture<\/li>\n<\/ul>\n<\/div>\n\n\n\n
                \n
                \"\"<\/figure>\n<\/div>\n<\/div>\n\n\n\n
                <\/div>\n\n\n\n

                Proven methodology to put any transformation on a solid foundation<\/h4>\n\n\n\n
                \"\"<\/figure>\n\n\n\n
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                \n
                Business Vision and Objectives<\/strong><\/h6>\n\n\n\n
                  \n
                • Sessions with Executives<\/li>\n\n\n\n
                • Definition of business objectives, gaps and areas of development<\/li>\n\n\n\n
                • Define the context and vision<\/strong>:<\/li>\n<\/ul>\n\n\n\n
                  <\/div>\n\n\n\n

                  The what? and The Why?<\/strong><\/p>\n<\/div>\n\n\n\n

                  \n
                  Current state Analysis<\/strong><\/h6>\n\n\n\n
                    \n
                  • Artifact Reviews and Workshops<\/li>\n\n\n\n
                  • Process and technology landscape analyses<\/li>\n\n\n\n
                  • Recognized practices<\/li>\n\n\n\n
                  • Describes in more details:<\/li>\n<\/ul>\n\n\n\n
                    <\/div>\n\n\n\n

                          What to change?<\/strong><\/p>\n<\/div>\n\n\n\n

                    \n
                    Target State definition<\/strong><\/h6>\n\n\n\n
                      \n
                    • Technology scenario development<\/li>\n\n\n\n
                    • Prerequisites for process change, master data readiness<\/li>\n\n\n\n
                    • Operating model dependencies<\/li>\n\n\n\n
                    • Alignment with conceptual enterprise architecture<\/li>\n\n\n\n
                    • Describes:<\/li>\n<\/ul>\n\n\n\n
                      <\/div>\n\n\n\n

                      How to change?<\/strong><\/p>\n<\/div>\n\n\n\n

                      \n
                      Action Plan & Business Case<\/strong><\/h6>\n\n\n\n
                        \n
                      • Actions to be taken<\/li>\n\n\n\n
                      • Dependencies and risks to be mitigated<\/li>\n\n\n\n
                      • Business case – costs and value generation (optional)<\/li>\n\n\n\n
                      • Describes in more details:<\/li>\n<\/ul>\n\n\n\n
                        <\/div>\n\n\n\n

                        How to change? & Why change?<\/strong><\/p>\n<\/div>\n<\/div>\n\n\n\n

                        <\/div>\n\n\n\n

                        This approach can typically be completed in 6-8 weeks depending on scope, complexity, and availability<\/em><\/strong><\/p>\n\n\n\n

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                        \"\"<\/figure>\n<\/div>\n\n\n\n
                        \n
                        \"\"<\/figure>\n<\/div>\n\n\n\n
                        \n

                        Let me guide you in your first big decisions defining the itinerary of your transformation<\/strong><\/p>\n\n\n\n

                        <\/div>\n\n\n\n

                        We will adjust the approach, timeline and team to your company’s unique circumstances and work together for its success<\/strong><\/p>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

                        Why do so many IT transformations fail to deliver expected results or derail with extended spending and timeline ? …. are all often cited causes Few will mention the lack of a clear identified technology strategy aligned with business capabilities and objectives driving and structuring an enterprise architecture target state. 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