The problem was not the technology. It was what nobody could see.
The bank had no shortage of architectural documentation. It had too much of it, spread across repositories and teams, each accurate in its own scope and impossible to reconcile with the others.
A governed baseline before anything else
The engagement began with governance: one owner, one model, one set of definitions. Applications, capabilities, processes, interfaces, technology components, data objects and providers were brought into a single structure in LeanIX, so every later analysis worked from the same source.
Rationalisation, not just inventory
With the baseline in place, application rationalisation identified redundancies and portfolio simplification opportunities, while technology risk management supported obsolescence analysis, cloud readiness and sourcing risk.
An inventory tells you what you own. A governed portfolio tells you what to do about it.
The bank now runs modernisation, cloud and compliance decisions against one current view, with data quality KPIs and executive dashboards keeping the model trusted as it evolves.
