Resources

Application programing interfaces (APIs) underpin common actions such as posting on social media or buying a concert ticket online— they are key to bridging the gap between legacy applications and innovative digital solutions.

APIs enable Chief Information Officers (CIOs) and Chief Digital Officers (CDOs) to develop a strategy that enables application modernisation and reduces the friction between legacy and modern systems.

We have already used APIs to help our clients to:

• Catalogue their application portfolio
• Optimise assets like data and transactions
• Address problems such as skills gaps or legacy integration

A UK government department has a back-end tidal protection system, built using accurate and reliable data from the UK’s largest network of tidal stations. They need to make this prediction capability available as an API to developers across the UK using a subscription (paid and free) model.

Intelligent Automation provides a fast, cost effective and scalable solution that meets the need to enable cost reductions, optimise processes and provide valuable insights.

Chief Executive Officers and Chief Finance Officers need to optimise key processes in a legacy environment of on-premise applications and inefficient processes. According to Gartner, almost 90% of general accounting operations and over 70% of financial reporting activity are highly automatable processes.

We have already used Robotic Process Automation (RPA) to help our clients to:

• Select the right use cases based on robust discovery processes
• Choose technology that meets their needs now and in the future
• Scale out to other functions
• Train a core team and drive cultural change

Our client, Together wanted to use RPA to drive out inefficiencies with existing manual processes, create business value and lower operational costs while at the same time supporting the long term business strategy.

IT Operations leaders can increase the agility of their infrastructure using DevOps tools and techniques such as continuous integration, continuous delivery and automation for operations.

DevOps offers the greatest benefits as a shared journey where both development and operations have to adopt new practices to accelerate business agility and fulfil organisational goals.

DevOps automation has already helped our clients to:

• Create deep, sustainable collaboration between Operations and Development teams
• Effect organisational change to support DevOps at scale
• Follow an incremental approach to building capability

The Ministry of Justice is creating a new platform to develop efficient and accessible digital services to deliver access to justice using appropriate channels. They engaged us to lead the automation.

Managing data to find meaningful insights is a complex task in organisations where data is not joined up.

Data insight is central to improving services for end users. This means not only considering a viable single source of truth in a complex environments but also managing data diversity and providing insight through easy to use dashboards.

Data analytics has already helped our clients to:

• Allow for cross-organisational systems for storing and analysing data
• Provide self-service analytics solutions
• Catalogue data assets for value creation
• Build a single source of truth

Morrisons is taking bold steps to extract the best competitive advantage from data every day. Their ability to capture and analyse data allows them to make critical and timely decisions to maintain customer satisfaction, increase efficiency and ensure they retain their top 4 UK market position.

Application modernisation includes the migration of legacy to new applications or platforms and supports the integration of new functionality to provide the latest functions to drive business outcomes.

Application leaders, architects and development specialists need to ensure that the technology is in place to support modernisation and that strategy is underpinned with clear planning towards 5 or 10 year goals.

We have already helped our clients to:

• Take a deeply strategic approach to application modernisation
• Evaluate the possibilities, from re-platforming, re-hosting, recoding, re-architecting, replacing and retiring applications
• Address security, mobility, flexibility and innovation

Manheim Auctions, a leading UK provider of products and services to the used vehicle industry, needs to provide a sound foundation to set their application strategy for the years ahead. They identified the need to replace existing systems and establish a single customer view.

Adopting a business focused approach to application development and modernisation helps you to build critical capabilities that support business goals.

Application leaders, architects and development specialists can use application development and modernisation to progress business priorities, build agile architectures and design strategies to resolve integration and legacy issues.

Application development and modernisation strategies have already helped our clients to:

• Prioritise applications that contribute to critical business capabilities
• Create a business case to forecast incremental application migration
• Implement continuous modernization to support evolving technology and business goals

Our client, Together decided to double their revenue in five years.  The applications that they used were not scalable to support the proposed business plans.  Their success relied on replacing and modernising their existing legacy systems to increase their business capability, efficiency and productivity.

Chief Data Officers need to use data as a driver of enterprise value creation. The foundation for this is accurate, meaningful data which can be easily accessed from a single source of truth.

Data can only reach its potential when it is compliant, integrated and part of a clear organisational vision with a data-driven orientation.

We have already helped our clients to :

• Integrate multiple data sources
• Balance strategic and tactical goals
• Build a data-driven organisation
• Understand information ethics and compliance

We helped the NHS Referral to Treatment (RTT) to measure performance against the operational standard—that more than 92% of patients on incomplete RTT pathways should not have been waiting more than 18 weeks from referral.