Enterprise Architecture and Business Outcomes

So what type of business outcomes or value propositions are you looking to drive out with the architecture? We talked about compliance, as one which is a sort of-- Yes, absolutely. -- which is a mandatory must-do. Must do, yes. But are there any others that are giving you some type of innovation, without spilling the beans on the company's strategy? Sure. I think the most immediate one, after the compliance one, is the training part. People, generally the knowledge, sometimes, especially like in investment banking, for example, process are quite well known. These are large companies. But in the type of business that we are running, like pensions, for example, sometime business are very-- process are very customized to the type of client that we are facing. OK. And, of course, with customization, comes also the fact that the knowledge is in the head of some few people, who have 20 years of experience dealing with this expert. And generally when the person to person leave, it's constantly reinventing the wheel to actually retrain somebody. And, oh, actually we don't know this thing because this person has left, so we need to retrain and-- So it's knowledge retention. Absolutely for knowledge retention. So it's good to have a tool that can actually capture things, and do little tricks when someone leaves, where people can actually continually incrementally improve or change that list. It is all there, transparent, all in view for everyone. And we know where the ownership lies. Right, because-- And so when a person leave you know exactly where your risk is, who should replace that person to actually run stuff. So, yeah. Yeah. I've actually seen that with a few other large customers as well, especially in finance, where they have the operational processes and they're making sure that they know exactly who owns the process from a role point of view in the company, and making sure that there is yet declared ownership-- Absolutely. -- by that person within the company. They own that process. So if you want to identify, forge an activity or anything else, you go in and do that. Absolutely. Yeah. Another benefit as well is, I think what I've witnessed in the past three years or maybe one year and a half, is when external consultants are coming. OK. So when they come, you or I or whosoever is coming, for doing some analysis, even an unrelated analysis tool, to what we do, that when they come they want to understand the business. And they are doing billing work actually here. So if they come and they want to understand the business, they have to actually meet the estimates and do exactly, redo everything. But when you have all your process well cataloged, well structured, kept in the right place, when those people come you cut their timing. If they were supposed to do six month analysis to understand the business first, before doing what they were supposed to do, they were hired to do, they can take nearly three months or two months just by pulling thing out of the erwin stuff. What a fantastic cost saving, yeah. Just looking it up, fantastic cost saving. So you can't really put a price on that. Yea, absolutely. Yeah. I hadn't thought of that. Yeah.