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Solution Architecture and Integration

Start at the roots


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If they could start from scratch, most IT leaders would probably do many things differently. Because as their businesses build new capabilities, adopt new technologies and take on new challenges, the resulting tangle of solutions often leaves much to be desired. Systems don’t work well with one another. It’s harder to support important business goals. Manual processes persist where automation should reign. But executives can’t fight every battle with limited resources, and starting from scratch is typically not an option. So when is it really time to make a change – and what’s a smart way to go about it?

Despite its name, solution architecture and integration isn’t solely about the technology. It’s also about the people and business process that are required to deliver the full value of the technology. And that’s where we excel. We bring a deep understanding of the underlying business issues that must be addressed for an architecture-level initiative to be effective. In fact, we’ve created our own competency center model and framework to manage these components of our clients’ projects. Learn more about the offering.

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Meet our people

  • Gordon Aspin, Director, Deloitte Consulting LLP
  • Rich Spear, Director, Deloitte Consulting LLP

Related offerings

Learn more about the offering

The stretch goal
When IT can’t stretch to take on new projects or business initiatives without losing ground somewhere else, something has to give. That’s exactly the predicament many IT organizations discover when they face an unexpected new challenge such as a merger, acquisition or new product launch. Part of the problem is the technology infrastructure itself, which may not be able to accommodate new solutions effectively. People’s reactions are just as important - after years of working with the same infrastructure, they may not be prepared to embrace a new one quickly enough.

That’s where solution architecture and integration can help. By using our approach, companies can focus on the roots of their technology problems without starting from scratch, improving the ways in which their solutions connect with and complement one another. And that can make it a lot easier for the IT group to deliver the full value that their business peers expect. 

How we can help

Despite its name, solution architecture and integration isn’t solely about the technology. It’s also about the people and business processes that are required to deliver the full value of the technology. And that’s where we excel. We bring a deep understanding of the underlying business issues that must be addressed for an architecture-level initiative to be effective. In fact, we’ve created our own competency center model and framework to manage these components of our clients’ projects.

Here are some of the services we offer:

  • Business process integration
  • Application rationalization
  • Application development
  • Governance implementation
  • Portfolio and package road map development
  • Solution architecture evolution
  • Integration center of excellence development

Bottom-line benefits

  • Develop a service delivery model that takes advantage of global deployment and low-cost delivery alternatives to reduce costs while increasing speed, balance and agility
  • Adapt business processes and capabilities more quickly to provide the agility that a rapidly changing business environment demands
  • Improve operational efficiency by reducing manual handoffs and latency, making efficient use of critical business processes to maintain balance and keep operations robust
  • Establish a standard foundation of systems and processes that cut across languages, geographic regions and regulatory environments to create a truly global enterprise
  • Deliver information transparency, integrity and speed in order to support faster reporting and more effective, informed executive decision making

Four ways to get more value now

We’ve helped some of the largest, most successful companies in the world deliver more value from their technology investments using solution architecture and integration. Here are a few things we’ve learned along the way:

Talk the same language as the business. It’s important to understand the steps that make up a business process when designing or improving a technology solution. But too often, IT leaders don’t take the next step to understanding exactly what information needs to be shared to execute these processes and how it will be shared. That’s what we mean by speaking the language of business, and it’s an important part of solution architecture and integration projects.

Retrofit existing solutions. Chances are you already have many of the elements you need to build a technology foundation for the future. Maybe it’s just time to recast them in a services-based approach.

Invest in your people’s skills. Talent management is a key link in the chain. Make sure your people are refreshing their skills at the same pace that your technology is evolving. Along the way, you’ll improve your organization’s underlying delivery capabilities.

Put integration on the short list. Service integration is often not considered to be a discipline on its own. But it’s the glue that holds business processes together. It deserves a place alongside the most important business and technology disciplines.

Solution Architecture and Integration in action

  • A federal government agency charged with managing the sale and distribution of assets from failed financial institutions needed the ability to act more quickly. We assisted this agency to organize its technology solutions in a way that allowed it to sell off assets to the highest bidder rather than the first bidder. Today, this agency’s business processes take much less time and deliver more value.
  • A leading medical device manufacturer needed assistance in rapidly complying with a wide array of federal and state-specific aggregate spend compliance issues. We helped them establish a flexible business process management and service-oriented architecture (SOA) solution, and launch a web-based “audit-ready” solution to support the spend process. We integrated the solution with various internal and external data feeds and information consumers, and delivered an industry-leading solution that not only enabled regulatory compliance but assisted in internal planning, tracking and control of spend.

As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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