Impact Study: Platform Strategy & Digital Architecture
A global technology company operating in 200 markets, wanted to pivot from a pure technology business to a multi-sided platform business. The CDO brought in Mesh to help it both define the Strategies needed to pivot its business and Architect the digital technology platforms to make that pivot.
A global technology company operating in 200 markets, wanted to pivot from a pure technology business to a multi-sided platform business. The Chief Digital Officer brought in Mesh to help it both define the Strategies needed to pivot its business and Architect the digital technology platforms to make that pivot.
Client: Global Tech Company (Identity & Security)
Industry: Technology
Sponsor: Chief Digital Officer (CDO)
Locale: Global
The Challenge
This global technology provider not only had the intent to pivot its business to a platform model and needed help to understand how to get there. But they had organically grown through M&A and had siloed global technology capabilities, processes, functions, and amassed technical debt that would preclude the needed pivot. The client needed an independent assessment of its business and technology landscape, an architectural plan to steer its pivot, and pragmatic recommendations on how to make the turn.
Engagement Description
A rapid business, product, and technology landscape assessment, lead to gap identification and pragmatic, sustainable recommendations. We bootstrapped a global architecture organization, developing business and technology reference architectures, design patterns, domain models, multi-year roadmaps, restructuring plans, and process models to support the business’ pivot and to shore up their foundation.
Outcomes Delivered
Strategy & Framework for Driving Outcomes.
Developed the “North Star” vision & mission from which all decisions and prioritization are rationalized. Then connected it with an Objective and Key Result (OKR) framework to steer progress and results with facts and data.
Improved Delivery Predictability.
A decrease in time to market (TTM), improved agility, quality, and predictability, using architectural accelerators and guardrails with clear and shared delivery expectations with their business partners and customers.
Adjacent Market & Product Entries.
Improved business agility affording the firm to enter adjacent product spaces and to be an early leader in digital travel and vaccine passports.
Operating Efficiencies.
Direct and indirect operating efficiencies providing cost avoidance, from duplication of its products, services, support, and technologies that was reinvestment in innovation and new growth develop.