Technical strategy
enterprise architecture
Technical strategy
We look at your goals, constraints and existing systems together, then lay out the options that are actually open to you. You get a direction your leadership can fund and your engineers can follow.
In practice
what you end up working with
Now
- One customer record Funded
- Retire the reporting server Decision recorded
Next
- Partner API Options compared
- Move batch files to events
Later
- Replace the core ledger Trigger agreed
The problem
Your roadmap is a list of projects, and nobody can say how they add up.
What it usually looks like.
Money and attention are spread across projects that each make sense on their own but do not add up to a direction. Leadership asks what the plan is, and the honest answer is a spreadsheet.
When to ask for it
- A budget cycle or board decision needs a technology direction behind it
- Several large projects compete for the same people and systems
- You are deciding whether to build, buy, keep or retire a core system
Scope
agreed in writing before work starts
What the work covers.
In scope
- A review of goals, constraints, budgets and the systems you run today
- Interviews with leadership, system owners and the people who use the systems
- Options for the decisions that matter most, each with cost, risk and time
- A sequenced roadmap, with what each step depends on
Not included
- Vendor selection on your behalf (we can set the criteria and score the options with you)
- Delivery of the roadmap itself, which is a separate piece of work if you want it
Approach
small steps, each one reversible
How the work runs.
- Agree the decisions the strategy has to support, and who will make them
- Map the current landscape at the level those decisions need, and no deeper
- Lay out the options that are actually open, with their trade-offs stated
- Sequence the moves and record the reasons, so the plan can be revisited later
Every engagement also includes decision records, tested releases, documentation you own and a planned handover. How we work
Deliverables
each one ends with something you keep
What you keep.
Deliverables
- A map of the current landscape
- Options with their costs, risks and trade-offs
- A sequenced roadmap tied to business outcomes
- Decision records for the big calls
What it is for
- One direction that leadership can fund and engineers can follow
- Fewer projects that pull against each other
- Big decisions recorded with their reasons, so they survive changes in people
Related
Where this shows up.
Patterns
- Untangling a legacy platform C: Illustrative
- Starting a new product on solid ground C: Illustrative
Often paired with
- Architecture governance Make good decisions repeatable, without an approvals bottleneck.
- Platform modernisation Move off ageing systems in steps, without a risky big-bang rewrite.
The usual first step A landscape review : A short, fixed-scope look at your systems that ends with a map and a recommendation. You decide what happens next.
Next step
start with the problem, not the service
Bring us the tangled part.
Describe the situation in your own words. We will tell you where we would start, including when the answer is a small piece of work.