How to change a traditional corporation to adopt to the strongly emerging world of technology companies evading into traditional businesses (banking, taxis, etc.)? How to be as fast and agile? See here me views.

1. Digital Business Change
Framework
Discussion paper on driving renewal through
technology
aw@axelwinter.com

2. Dimensions driving enterprise
architecture and transformation
business
technology
operating model
capabilities
Strategy
Priorities
Properties
Evolving targets
Innovation
Productivity
Processes
Data Driven
Organisation
Metrics
Culture change
Skill development
Change management
These four dimensions are dependent on each other and
are part of the overall strategy framework of the organisation.
aw@axelwinter.com

3. Logical Enterprise Framework
Channels Framework
Segment & Product Framework
Corporate
Retail
StartUps
Business
Partners
Insurances Investments
Cash
Management
Finance, Enabling Functions & Compliance
Process & Data Management
Business Infrastructure
Monitoring
OperationalRisk
PerformanceAnalytics&Reporting
b2b b2b2c b2c b2e
DecisionManagmenet
aw@axelwinter.com

4. Change driven by principles
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…)
aw@axelwinter.com

5. Build a new 'corporate engine'
Future & Inhibitors Who do we want to be? Create Change Team Build the engine Engine hums
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 Month 1-2 Month 6 Month 1.5-2 years Quarterly Cycles
• Detail strategy and
priorities
• Assess technology
landscape,
capabilities,
processes, partners
• Understand
inhibitors
• Buy vs. Build
• Process vs
Enablement
• Data driven
• Product focus
• Customer approach
• Agiility
• 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
aw@axelwinter.com

6. Change Team
Risk,
Compliance,
Regulatory,
Enabling
Functions
Technology
Channel &
API
b2b banking b2c banking
Domains depend on overall bank organisation and experience of the individuals.
• Application
architecture
• API and Data
standards
• Infrastructure
• Security
• SDLC
• Governance
• Finance
• Human
Resources
• Procurement
• Tax
• Collaboration
• Multi Channel
• Cross Product
• API Provisioning
• b2b2c approach
• Wholesale
• Business
• SME
• Associated
products
(Lending,
Markets, Cash
management,
etc.)
• Private
• Priority
• Retail
• Startups
• Wealth
• Banc assurance
• etc.
• Cross product
risk
• Compliance
• Regulatory
Metrics driven organisation managing transformation and corporate strategy. Metrics are
agility, simplifications, and net income/productivity
aw@axelwinter.com