Big Corporations can also be sexy and become small. How? Engineering to success of the business and technology organisation.

1. M A K I N G ‘ B I G C O R P O R AT E ' S M A L L
A X E L W I N T E R

2. aw@axelwinter.com
>Large corporations are under significant pressure
to change, to become more strategic, address past
shortcomings in a dramatically fast changing world.

3. aw@axelwinter.com
Free markets drive increased competition with global players and startups
who are extremely focused on winning with a clear business model.
• ASEAN Economic Community and Transatlantic Partnership driving corporations to either regionalize
to generate scale or to remain local, but become a niche player.
• Low cost of service becomes a significant challenge and the Achilles heel of the organization. Where
a well managed player invests $100 into innovation, a local badly optimized may only invest $1.
• Regional Operations and Technology Platforms driving agility up and cost down allowing new
features everyday are very difficult to generate.
• Even as a local player, attracting skills and building a strong team to engineer innovative solutions
and digitize is costly and difficult to do in short time frames, especially with staff traditionally used to
lean onwards a vendor.
• Old GE Mantra of reduce cost, while driving growth with quality execution engine is more relevant
then ever.
• Can’t copy home based to other countries
• Exchange of knowledge cross country
• Growth & productivity drive simultaneously
• Make or break decisions

4. aw@axelwinter.com
Digital enterprises compete with startups and
new entrants
• Organizations are reacting and buying technology from vendors/SIs who are being
disrupted as well.
• Strategic and ever evolving Architectures, defining business and technology road maps,
are key to change.
• Agile operating model for the business and the technology function - lower cost and
faster execution.
• New digital enterprises like GE, amazon.com, or startups like GrabTaxi are able to push
feature changes into production every single day.
• The rate of change and perfection required, to continue with a single unique sales
proposition, at a lower cost platform is a significant challenge for traditional enterprises.
• Evolve faster and better then the market
• Execution engine focus
• 80% cheaper with 4 x speed
• Adopt GE Change Mantra

5. aw@axelwinter.com
Existing corporates often don't know how to compete
effectively in new markets — over invest and under deliver.
• IT Model based on vendors, consultants, and “best practice copy & paste thinking”.
• Enterprise Architecture in its infancy (“backroom power point drawing”), means a lack of strategic
thinking and focus on tactical solutions.
• Business not ready for decisions and teaming with IT, to drive change too. Either the business
sources its own vendors or sees IT as an order taker, without the view to truly team.
• Vendors, SIs and Consulting companies are being disrupted by Cloud, Open Source, and Startups,
too. The commoditized industry isn’t able to contribute expert skills, but sells on 'best practices'
Iterative operational cost reductions, productivity gains, and innovation in regional platforms has
only been done by US and European companies in Asia, with some success, but high investments.
• Startups are also driving standard process, zero touch operations, and single technology platforms
globally - at a fast changing rate of improvements.
• DNA for change is missing
• Strong country views
• No Technology & Business alignment
• Change pressure drives budget up

6. aw@axelwinter.com
Key questions to help reviewing priorities and understanding
the approach transformation should take within an enterprise.
What is the approach to digitization and technology?
How competitive do we want to be?
How unique do we want to be?
How much investment is it worth to us?
How much effort and restructuring are we ready to do?
What is commodity for me?

7. aw@axelwinter.com
The core decision for an organization is, to define the level of
differentiation and with that deciding the technology approach.
Hybrid
Selective unique
digital offerings
Outsourced
No differentiation
In-house
Maximum
differentiation
Low Tech
Disappear
S E L F
D E V E L O P M E N T
V E N D O R / I T S E R V I C E
P R O V I S I O N I N G
0% 100%
100%

8. aw@axelwinter.com
The question on smart budgets equally drives competitiveness.
Investing in zero touch operations or client facing features adds value.
I N F R A S T R U C T U R E I N N O VAT I O N
O P E R AT I O N S F E AT U R E C H A N G E S
Budget
priorities
Impact
How can innovation be
a continues process
versus a one off?
How can investments
be focused towards
increase feature
changes at lowest
possible cost?
Great companies drive
majority investments
towards Innovation and
Feature changes!
Must be >60%Must be <50%
Budget Shift Strategy

9. aw@axelwinter.com
consultants and vendors are also under pressure to change in this ‘age of
specialization’, as many focused on commoditization of service and lack of
product investments.
P R O D U C T
S P E C I A L I S T S
H I G H E N D
C O N S U LT I N G
Global Vendors,
System Integrators,
Consulting
Product
vendors
Consultants,
SI, Offshoring,
High End
Vendors are developing or
partnering with Consultants/SIs
The future landscape will have specialists and cloud, but
little commodity SI/Off-shoring
H Y B R I D P R O D U C T, C L O U D ,
A N D S E R V I C E S F I R M S
High Priced
Mixed Mixed
High Priced
Significant disruption to happen!
Consulting/SIs Companies acquiring or
developing vendor capabilities!
Commoditized High Priced

10. aw@axelwinter.com
>Vendors and consultants fail, corporate needs to take ownership
on the journey and requires to remodel the organization. This
drives an end to end changes for a company, if done right.

11. aw@axelwinter.com
Corporations have limited options in addressing the concerns and drive for
improvement, however, all of these also come with additional challenges.
P R O D U C T
V E N D O R S
L A R G E
C O N S U LT I N G
O U T L E T S
B U I L D I N - H O U S E
T E A M
S Y S T E M
I N T E G R AT O R ,
O U T S O U R C I N G ,
C L O U D -
S O U R C I N G
Your approach:
1-2 years to take ownership and develop
Subject Matter Expertise in Technology,
Engineering, Agile, and Lean to drive in
the new economy!
How to use?
Manage 3rd party, owns road map,
engineers business and technology
approach, knows better then outsiders.
Their approach:
Use open source and commodity products
to deliver commercial products and
services, which are reusable.
How to use?
Adopt in non-core areas where it doesn't
impact competitiveness. Watch solution
and pricing.
Their approach:
Limited availability of true Subject Matter
Experts. Focus on pushing 'best
practice' (a copy in itself).
How to use?
Well positioned for amending in-house
expertise.
Their approach:
Players can only offer commodity services
due to immense margin pressure.
How to use?
Adopt these for commodity products only
(e.g, data centers).

12. aw@axelwinter.com
This change journey requires a new operating model,
with forward looking technical architecture at its core.
• Business
• Technology
• Operating model
• Capabilities
Evolving targets
Innovation
Productivity
Specialization
Processes
Data Driven
Organization
Metrics
Culture change
Skill development
Change management
These four dimensions are dependent on each other and
are part of the overall strategy framework for the organisation.
Strategy
Priorities
Properties
Digital
Architecture

13. aw@axelwinter.com
Corporations and startups have to continually
reinvent themselves to thrive.
I N N O VAT I O N C Y C L E
P E O P L E O P E R AT I O N ST E C H N O L O G Y
S A L E S M A R K E T I N G P R O D U C T S
S U P P L I E R S
C U S T O M E R S
L I N K E D I N
S E A R C H F I R M
C O N T R A C T O R S
PA RT N E R S
FRENEMIES
E X P E RT S
Iterations!
Open Data!
Free Information!
Mature vs
Developing
Countries
Innovation
happens
everywhere
INDUSTRY
EXTENSIONS
Large Corporates
or Startups the
same as vulnerable
Empower (with some
rules) and good
things will happen

14. aw@axelwinter.com
Architecture drives digital transformation, puts
strategic thinking into It and the corporation around it.
D I G I TA L
A R C H I T E C T U R E
Business Strategy
Digital Strategy
Technology Strategy
Marketing Alignment
Innovation Management
Technology Roadmap
Business Architecture
Technical Architecture
Data and Analytics
Skill Management
In/Outsourcing Decisioning
Vendor / Open Source Selection
Delivery Life Cycle (DevOps)
Portfolio Management
Financial Management
Change Management
Architecture creates the digital strategy and thus aligns Board Members with Developers, a
crucial task in the new economy.
GovernanceStrategyArchitectAligning

15. aw@axelwinter.com
The approach is based on expanding methods, to manage
strategy and align execution based upon clear goals and targets.
T E C H N O L O G Y
A R C H I T E C T U R E
B U S I N E S S
G O A L S
C A PA B I L I T I E S
D E V E L O P M E N T
E X E C U T I O N
M A N A G E M E N T
E N T E R P R I S E A R C H I T E C T U R E
D I G I TA L & A G I L E E N T E R P R I S E O P E R AT I N G M O D E L
Digital strategy depends on architecture! Adopt the methodology to drive the
transformation process. This means adjusting the operating model, but also deepen
technology skills and aligning them with the strategy.

16. aw@axelwinter.com
Change driven by principles, helps to navigate the
strategy
• Transformation creates new operating model
• Cultural change & improve ‘corporate engine’
• Enterprise architecture realizes business strategy
• Data driven, reduce process dependency
• Link client segments (employee, private, SME…)

17. aw@axelwinter.com
Logical Enterprise Framework, is part of driving
the strategy.
Channels Framework
Segment & Product Framework
Corporate
Retail
StartUps
Business
Partners
Insurances Investments
Cash
Management
F I N A N C E , E N A B L I N G F U N C T I O N S & C O M P L I A N C E
P R O C E S S & D ATA M A N A G E M E N T
B U S I N E S S I N F R A S T R U C T U R E
MONITORING
OPERATIONALRISK
PERFORMANCEANALYTICS&REPORTING
b2b b2b2c b2c b2e
DECISIONMANAGEMENT
E X A M P L E

18. aw@axelwinter.com
Building a new 'corporate engine’ and DNA is difficult, but possible and the
only way to drive towards a digital enterprise being able to challenge start-
ups and global digital giants, like GE.
F U T U R E &
I N H I B I T O R S
W H O D O W E WA N T
T O B E ?
C R E AT E C H A N G E
T E A M
B U I L D T H E
E N G I N E
E N G I N E
H U M S
Hybrid
Strategy &
Situation definition
Build core team
(EA, Tech, Biz,
Vendors…)
Define bank and
technology
paradigm
Target
Operating
Model
Evolving
business &
technology
proposition
3 - 6 M O N T H 1 - 2 M O N T H 6 M O N T H 1 - 2 Y E A R S Q U A RT E R LY C Y C L E S
• Detail strategy and
priorities
• Assess technology
landscape,
capabilities, processes,
partners
• Understand inhibitors
• Buy vs. Build
• Process vs Enablement
• Data driven
• Product focus
• Customer approach
• Agility
• Core team of strong
drivers across
departments
• Associate Business,
Technology, EA, but
also Partners and
vendors
• Expand EA to a TOM
• Consider cultural,
process,
organizational, and of
course also aligned
technology changes
• Evolve capabilities in
further iterations
• Adjust to changing
environment and
needs
• Allow Monthly/
Quarterly iterations for
new capabilities
E X A M P L E

19. aw@axelwinter.com
A X E L W I N T E R
• Global Head Individual Client Architecture, Standard Chartered
• Blog www.axelwinter.com