Our judges were impressed by the outcome. David Parrott, head of enterprise architecture at Thomson Reuters Global Resources, said: "This EA practice has delivered tangible results that are well embedded into a large business in a highly scalable and repeatable manner."
MasterCard: Business-centric enterprise architecture
As a multinational, technology-based financial services corporation, MasterCard continually looks to invest in new capabilities while leveraging existing assets. As a cost-saving measure, it also seeks to eliminate technology and processes that are no longer critical to the future of the company. Recognizing that its technology initiatives tend to be project-focused -- and its system was not conducive to cost savings -- MasterCard needed a way to see the big picture.
MasterCard defined its innovative, business-centric EA practice to provide the guidance necessary to evolve business and technology strategy. The tools to achieve that goal included capability maps, value maps, business information maps, and road maps. Business architecture, solution architecture, and technology portfolio management are linked together to align business goals and vision with technology delivery. It also provides the guidance necessary to connect business solutions to capability management, solution governance, enterprise standards, and solution patterns.
This holistic approach has resulted in cost savings and identification of the most effective enterprise solutions. One of the early successes MasterCard has seen is the ability to queue initiatives based on investment priority and funds available for reinvestment. This efficient use of funds has allowed the company to roll out many initiatives in 2013 that were originally slated for 2014. The business-centric enterprise architecture practice provides a full view of business activities throughout the organization and matches the technology initiatives needed to accomplish business goals.
One of our judges said this about MasterCard's EA practice: "They are an excellent example of an EA program that helps organizations find common ground for decisions and action through shared models, which become integrated into strategy and implementation."
National Bank of Abu Dhabi: Building a global business roadmap
The National Bank of Abu Dhabi is the second-largest lender bank in the United Arab Emirates, operating in 13 countries and primed to expand to 45 countries within five years. Geographically dispersed, the bank has a sprawling IT infrastructure focused on managing day-to-day activities. Historically it has lacked a shared view of the challenges to continued business growth. The bank needed to transform its business to build the right balance of standardization at the center of its business, along with customization at the regional level to meet business and regulatory constraints.
The EA team established credibility in the strategic planning space after successfully architecting several critical projects. In recognition of their impact, they were moved out of IT into the office of the CEO and renamed the Transformation Architecture Office in recognition of their mportance to defining the transformation plan.