Transformations stall between the strategy and the build.
The strategy is sound. The engineering is capable. What is missing sits between them: ambition turned into architecture, work packages ranked by value, and a delivery somebody owns. That layer is what Business & Architecture Transformation builds, and it is the layer we are accountable for.
A signed-off strategy is not yet a plan anybody can build.
We do not advise from the outside. We engineer the systems that move your business.
Where a strategy house stops
A roadmap is handed over, and the risk of delivering it stays with you. We scope, build, integrate and operate the platforms the business depends on, so the team that made the recommendation lives with it.
Where an integrator starts
Delivery begins from a specification somebody else wrote. Here every workstream is tied to a measurable business outcome from day one, so "what is this work for" always has an answer.
Evidence before commitment, in three steps.
Nothing scales before it has been shown to work. Each step is scoped and decided on its own, so every decision to continue is taken with more evidence than the one before it.
Value case and baseline
A fixed scope establishing where you are and what the change is worth, signed off before implementation starts.
Proof of value
A fixed scope, reviewed against KPI thresholds agreed in advance. Not met means stop, at the cost of a proof rather than a programme.
Scale in tranches
Renewed on demonstrated impact, with an outcome-linked commercial component once the baseline is validated.
Five phases, from alignment to scale.
The method is written down. Each phase states what has to be true before it starts, produces a small set of artifacts, and ends on an exit test rather than a date. Phases A and B run in parallel, with two synchronization points that keep them honest.
- A
Discover & align
A baseline both sides recognize, potential ranked by value, and the operating-model implications named.
- B
Design & architect
A costed target architecture with the rejected options recorded, and the work packages that deliver it.
- C
Pilot & prove
One deliberately chosen slice run for real, and a roadmap corrected by what it taught.
- D
Transform & execute
Delivery at scale, with cutovers secured and ramp-up planned against them.
- E
Stabilize & scale
The change made durable: run cost down, the new baseline defended, the next tranche earned.
The full playbook is written for the people who have to act on it, phase by phase, with the artifacts and exit tests each one produces. It is shared per client rather than published, tailored to the situation it is being read in. A discovery call is how you see it.
Nearly thirty years of engineering the systems businesses run on.
Tallence AG is a technology and management consultancy and software development firm, headquartered in Hamburg with offices across Germany. Strong roots in telecommunications, with a cross-industry footprint extending across financial services, manufacturing and other complex enterprise environments.
- ~30 years
- Building and running enterprise systems
- 5 offices
- Across Germany, headquartered in Hamburg
- 1 team
- Strategy, governance, engineering, operations
That last figure is the structural one. Strategy, governance, engineering and operations are delivered by one integrated team with short reporting lines, not four vendors and a PMO in between. The people who design the target architecture are the same people who build and run it, which is why we can be accountable for an outcome rather than for the advice that led to it.
A conversation, not a pitch.
A 60-minute working session to define focus areas and ambition level. We share a short intake guide beforehand, so the call is focused rather than exploratory, and you leave it with an agreed scope and two or three priority transformation areas. From there, a tailored proposal: defined scope, timeline, team composition and pricing.
Book a discovery call
Matthias Krohnen, Chief Transformation Officer. Already have access to the playbook? Sign in.