Business functions
Identify the capabilities the business needs, who uses them and the outcomes they support. Expose duplicate functions, workarounds, manual steps and unclear ownership.
01 / Discovery and rationalization
Transformation
Operability.
Survey the foundations. Understand how the business actually works before deciding what to change.
We connect business functions to the systems, data, controls and people that keep them running—then identify what to simplify, preserve and improve.
A connected view of the current state
Business functions & outcomes
Processes & handoffs
Owners & decisions
Applications & platforms
Data sources & feeds
Controls · Service levels · Dependencies
Discover what is really there
Make the hidden dependencies visible.
Interviews, documentation reviews and operational evidence build a shared baseline. We validate assumptions with the people who deliver, use and support the service.
Systems and data flows
Trace sources, feeds, transformations, interfaces and downstream consumers. Capture timing, quality requirements, reconciliation points and critical dependencies.
Breakpoints and controls
Find fragile handoffs, recurring failures, unsupported processes and control gaps. Establish service expectations and the business impact of interruption.
Rationalize by function
Decide what deserves a place in the blueprint.
Start with what the business needs to do. Then assess which processes and systems should support it. A duplicate application may still contain a critical function that must be preserved.
RetainRequired capability.
Fit-for-purpose support.
Preserve and clarify ownership.
Fit-for-purpose support.
Preserve and clarify ownership.
ModernizeRequired capability.
Inadequate support.
Improve or replace the implementation.
Inadequate support.
Improve or replace the implementation.
RetireNo continuing business need.
Validate obligations and dependencies before removal.
Validate obligations and dependencies before removal.
ConsolidateOverlapping capabilities.
Select a common solution and preserve essential differences.
Select a common solution and preserve essential differences.
The evidence behind each decision
- Business value and criticalityWho depends on the function, and what happens if it fails?
- Functional overlap and fitWhere are capabilities duplicated, missing or unnecessarily complex?
- Cost, risk and obligationsWhat does it take to operate, change and control the capability?
- Migration feasibilityWhich data, interfaces, retention needs and sequencing constraints must be addressed?
Outcomes
A baseline you can make decisions from.
Function inventory
Capabilities, business owners, supporting systems and operational requirements.
Dependency map
Processes, data sources, feeds, consumers and points of failure.
Decision register
Rationalization recommendations, evidence, trade-offs and accountable approvers.
Prioritized scope
Change candidates, constraints, risks and sequencing inputs for the future-state blueprint.
Ready for the blueprint
Agree the foundations.
Then design the change.
Move into transformation and operating model design when the in-scope inventory, critical dependencies, ownership and rationalization decisions are validated, with unresolved risks explicitly recorded. AI opportunities can be identified here; full AI Enablement follows completion and acceptance of the foundational work across the first four phases.
Explore 02 / Transformation and operating model design →