Large organizations with a strong history often have ICT legacy that can act as a brake on innovation, often due to the proliferation of software & hardware over the years, systems are not or less well integrated with each other, so that many of the same data are stored multiple times, also has disadvantages for maintaining this data.

Organizations are increasingly looking at technology as an accelerator for processes, employees and competitiveness. For companies with a traditional “legacy” IT environment, the desired innovation is at odds with the need for control and stability.

Technology can be used as an accelerator of customer experience. To keep up or stay ahead of competitors. To be able to develop and roll out new business models faster. Whatever your motivation: your IT environment must above all have the flexibility to be able to implement all desired changes quickly. You must have the freedom to quickly put new infrastructure live and employees must have the right IT resources to do their job well.

The reality is unfortunately different for many companies. For many years, the design and management of the IT environment mainly focused on costs, control / compliance and the prevention of disruptions. Such a traditional IT environment is by definition not in keeping with the “agile” world in which we live, simply because it offers insufficient flexibility. Modern IT departments have to solve this dilemma, to prevent problems caused by shadow IT, for example. The legacy IT environment must be transformed into a modern, future-proof platform that always meets the needs of the business. This allows you to directly benefit from the benefits of innovative (cloud) technology, without having to give up the necessary control and continuity.

We start this research by making an inventory of your current IT environment and, among other things, looking at the infrastructure, hardware, software / applications, integration, tooling, security / compliance and the network. This will therefore also be the starting point.

We will then map the business processes and see where the bottlenecks are. We do this by to consult with the process responsible employees. We not only investigate the problem areas, but also pay attention to what is going well, not only to identify the negative points, but also the positive points.

3. REPORT, APPROACH AND PLANNING PLAN
In addition, we are developing a plan of approach and planning to modernize the current architecture and to prepare it for the future. We assume that the new infrastructure / architecture will last at least 5 years. This also in particular to be able to spread the costs and set up an infrastructure / architecture that is flexible, as it is important to be able to support future changes in the business process quickly, so that the organization can easily compete in the future .

Our report will certainly not only be seen as a document full of criticism, but as a constructive document, in which it will be indicated what the points for improvement are. These points for improvement can then be tackled on a project basis, especially in small, well-arranged projects.

A part of the report will include a cost statement in which it is clearly explained which costs belong to which solutions and which services and products are purchased from the various parties.

The lead time will be around 4-6 weeks to conduct the research and compile the report. The number of hours to be spent to achieve this will therefore be approximately 160 hours.