A large insurance organization operating across several European countries reached a point where decisions about its IT future were no longer based on facts.
Leadership needed a precise view of where risks sat, what could realistically evolve, and how technology could support business priorities without adding uncertainty.
The Challenges
The core issue was the absence of a shared understanding of the IT reality.
The organization faced limited visibility on technical debt, application dependencies, and operational risks. Legacy components were still running critical activities, creating exposure on stability, security, and maintenance costs. Architecture choices made over time resulted in fragmentation that restricted scalability and slowed change.
Delivery processes relied heavily on manual steps. Releases were harder to predict. Observability was partial, leaving teams without a clear view of performance or incidents. Governance added another layer of difficulty. Priorities were discussed, but without a common framework to weigh risks, business value, and trade-offs.
At an executive level, one question remained unanswered: is the current IT model able to support future growth, or does it represent a growing liability?
Our Approach
We started with a strategic audit designed to create clarity, a strategic audit built for decision-makers.
The work covered the full IT operating model:
Organization and roles were reviewed to understand how decisions were made and owned. Processes and governance were assessed through executive interviews and on-site workshops. Applications and infrastructure were analyzed to map dependencies, risks, and structural limits.
Several tools were combined to ground the analysis in facts:
- A service blueprint made the real end-to-end operations visible across business, IT, and partners.
- Application landscape assessments highlighted where technology no longer matched business needs.
- Governance maturity assessments revealed gaps between ambition and execution.
The outcome was two clear evolution paths:
One focused on short-term stabilization and risk reduction. The other addressed deeper IT modernization, including cloud-native options. Both scenarios were comparable, sequenced, and ready to support executive decisions.
Benefits
The most important outcome was strategic, not technical.
Leadership gained a shared and factual view of the IT situation. Risks, technical debt, and dependencies were visible and prioritized. Business–IT alignment improved through a common language grounded in concrete findings.
A transformation roadmap translated recommendations into phased initiatives, making it possible to act without losing control. Decisions were no longer driven by assumptions or urgency, but by a clear understanding of impact and feasibility.
The organization could now choose how to balance short-term stabilization with longer-term IT modernization—based on facts, not pressure.
How We Helps Leaders Regain Control Over IT Decisions
We have observed that many organizations reach a point where IT complexity limits strategic choices. A strategic audit is often the turning point. It creates the conditions for risk reduction, restores business–IT alignment, and turns uncertainty into a structured transformation roadmap.
The experts from our Strategy, Product & Transformation service line work across multiple industries and apply industry-specific approaches to address each client’s challenges. We supports executive teams facing these challenges with fact-based assessments, decision-ready deliverables, and clear evolution scenarios. If your organization is questioning the readiness of its IT operating model, we can help you get prioritized set of actions, realistic evolution scenarios, and a transformation roadmap that clarifies ownership, sequencing, and trade-offs. Your decisions will be made and executed with control.
🟡 Contact us and talk to our expert to assess your challenges and see how we could help you.