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Case Study · Pharma × Linkroad

Process governance and architecture, one ecosystem.

A global pharmaceutical company ran business processes across multiple teams and systems with no unified governance model, and no standardisation in process structures, dictionaries or naming conventions.

We integrated business process governance with enterprise architecture in a single ecosystem, covering platform setup, governance model definition, training and integration design between systems.

3

corporate platforms integrated

1

transversal governance model

3

weeks to a common structure

2

lifecycles governed: process and application

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Governance model
Process model
Compliance dashboard

Challenge

Distributed processes. Inconsistent models. No shared governance.

Business processes were spread across multiple teams and systems, each modelling them their own way. Process hierarchies, dictionaries and naming conventions differed enough that models could not be compared, let alone governed.

Process work and architecture work also ran in parallel: business teams modelled in one platform, IT maintained the application landscape in another, and neither view could be trusted to reflect the other.

Process and architecture only govern anything when they describe the same reality.

The case

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The platforms were not the problem. It was the missing link between them.

Both platforms were already in use and both held valid information: SAP Signavio for business process modelling and SAP LeanIX for application and technology architecture, with the corporate collaboration hub as the front door where business teams read published models. What was missing was a mapping between them and a governance model that decided who maintains what, and when.

SAP Signavio SAP LeanIX Collaboration hub

A governance model first

We defined a process governance model: governance roles, automated review cycles and approval structures, so every process model has an owner and a review path before it is trusted.

Then the technical integration

Modelling and technical integration mapped attributes, dictionaries and integration mechanisms between Signavio, the operational system landscape and the LeanIX repository, so a process and the applications supporting it resolve to the same objects.

Two platforms with no mapping are two opinions. Mapped and governed, they are one model.

Standardisation followed: harmonised process hierarchies, modelling conventions and governance structures, with dashboards monitoring process variants, compliance and collaboration-hub adoption across the process and application lifecycle.

Neutral sector imagery

About the client

A global pharmaceutical company

3

corporate platforms brought into one governed process and architecture structure.

A multinational pharmaceutical group operating regulated processes across many markets and business units. Client name withheld under confidentiality.

The outcome

What the programme delivered

01

A transversal governance model

Business and IT teams work under one governance model, with global standardisation of business processes and the applications supporting them.

02

Three platforms, one structure

A common process and architecture structure was implemented across three corporate platforms in under three weeks.

Integrated, not just interfaced.

03

Redundancies removed

Imported models were reconciled, cutting redundancies and inconsistencies and raising data quality across the board.

04

Standardisation that holds

Harmonised hierarchies, conventions and dictionaries mean new models arrive in a shape the organisation already recognises.

05

Adoption, measured

Dashboards track process variants, compliance and collaboration-hub adoption, so governance is monitored rather than assumed.

Solution · Process governance and EA

Complementary platforms, one governed model.

The goal was not to replace either platform but to align them: process models and application architecture describing the same objects, maintained by the teams closest to them.

Governance, integration, standardisation, training.

01

Process governance model

Ownership defined per process area, with modeller, reviewer and approver roles mapped to real teams. Automated review cycles trigger revalidation on a fixed cadence, and approval gates record who signed off on what, and when.

02

Modelling and technical integration

A common object model across the three platforms: shared attributes, one dictionary, and integration mechanisms so an application described in the architecture repository is the same object referenced in a process model, updated once.

03

Standardisation and usability

One process hierarchy from value chain down to task level, with naming conventions and modelling rules documented as guidance the teams follow. Imported legacy models were reconciled against it rather than left in parallel.

04

Dashboards and reports

Dashboards on process variants, governance compliance and collaboration-hub usage, reviewed by the governance board so gaps surface as a metric instead of a complaint.

And after go-live?

The governance model and the integration stay with the client, along with the training that lets business and IT teams maintain them without external support.

Process and architecture drifting apart? Start with governance.

We can walk through how a governance model and platform integration would work across your own process and application landscape.