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Defining and Documenting Architecture for Leading Alt-Net Provider


When a newly appointed CIO sought assistance, Mosaic Island (MI) stepped in to provide vital support in defining and documenting the architecture essential for facilitating a seamless digital transformation. The organisation was experiencing rapid growth, and it was crucial to harness technology more effectively to meet these evolving demands.

Our involvement centered on gaining a comprehensive understanding of the existing architecture & technology landscape. Subsequently, we embarked on defining the target technology landscape and identifying the requisite capabilities. This process also involved recommending a strategic approach and roadmap to steer the organisation toward a scalable, open, and standards-compliant technology environment.

The overarching goal of our engagement was to craft a straightforward, scalable, and efficient solution. Our focus areas encompassed standardisation, interoperability, data management, integration, and automation. By emphasising these key facets, we aimed to create a solution that was not only effective but also poised to adapt seamlessly to the organisation’s future needs.


Our task encompassed several critical components:

  1. We initiated the process by meticulously capturing the current state, which encompassed a comprehensive assessment of various domains, including business, technology, data, applications, and network.
  2. Next, we diligently defined the target architecture state, crafting a clear and precise vision for the organisation’s technological future.
  3. We then developed a roadmap that outlined the journey from the current state to the target state. This roadmap included essential transition states and was designed with the flexibility to accommodate different budget and investment scenarios.
  4. As part of our value-added service, Mosaic Island (MI) went beyond the basics by offering suitable technology solution recommendations. These recommendations formed a valuable shortlist that could guide any future procurement activities, streamlining the decision-making process for the client.

Our approach was characterised by a meticulous and holistic understanding of our client’s needs:

  1. We began by capturing the strategic principles of the CIO, CFO, and CEO, aligning our recommendations with these guiding principles and seamlessly linking them to the overarching business strategy.
  2. A pivotal aspect of our strategy involved conducting extensive interviews with a diverse range of stakeholders, spanning both business and technology teams. These interviews were instrumental in unveiling the core problem that required our intervention. Furthermore, we embarked on a comprehensive journey, capturing business capabilities and assessing their maturity against the backdrop of the business’s strategic ambitions.
  3. To chart a strategic course, we meticulously mapped value streams and presented our client with three distinct potential options for a transition roadmap. These options were thoughtfully designed to accommodate the organisation’s appetite and capacity for change, as well as any time and budget constraints. This multifaceted approach ensured that our recommendations were not only aligned with the client’s strategic principles but also grounded in a deep understanding of their unique challenges and aspirations.

Both the CEO and CFO wholeheartedly embraced the transformation roadmap, recognising its realism and feasibility as a catalyst for driving the pace of growth envisioned by the business.

The artifacts we meticulously crafted served as the foundational elements of the formal architecture practice. Subsequently, we seamlessly transitioned the responsibility for ongoing development to the internal Business Architect, ensuring a smooth and sustainable evolution of the architecture practice within the organisation. This collaborative approach underscored our commitment to empowering our client for long-term success.

Annual Revenue or Income
Number of employees
Operational Geographies
South-West UK
Length of Engagement
8 weeks
Key Stakeholder
Chief Information Officer
Business Functional Areas
  • Strategy Development & Execution
Number of MI People
Consulting Team: 2