Leading the Architecture Center of Excellence to Benefit realization
YPTO is the daughter company of SNCB and focusses behind the scenes on its Digital Transformation and ICT infrastructure. To position itself as a strategic partner of SNCB, they choose to focus on Business- and IT architecture to form the bridge between business and IT.
Category
Strategic business architecture
client
Ypto
reading time
Investments were made to set up an Architectural Center of Excellence (ACE) and to define and roll out a Reference Architecture. This transformation program was failing because they were already investing for 2 years on theoretical and conceptual exercises without any tangible outcome and an organization that was being hold back. ACOMPANY took on the crisis management of this program by installing a team of experts (Chief Architect, Program Manager and Change Manager) and shifting the focus towards value creation.
Analysis
The assignment started with a critical analysis of the content of the program, the profiles that were working on the program, the roles and responsibilities, de approach and the communication.
“To streamline this transformation, ACOMPANY was our sounding board to define the vision, the strategy, and the change approach. Once this was defined, they facilitated the execution of the strategy cross departments to ensure end to end value was delivered.”
Tim Groenwals
Head of IT strategy, Enterprise Architecture & CISO at YPTO
Scope realignment
The program was put back on track by defining clear Objectives and Key results and visualizing them on a roadmap for delivery with clear dependencies between the different projects. Projects that no longer added value were closed or transferred.
Set up Agile Governance structure
To make sure we were able to steer the ACE department (Enterprise Architects, Domain Architects, Solution Architects, Technical Architects) a weekly funnel meeting was introduced. In a Scaled Agile way, the different team leads were brought together and the focus was shifted on delivering the necessary artifacts (principles, guardrails, blueprints,…)
Improve perception Architecture
Because the perception of architecture wasn’t great, we also focussed on installing an understandable framework for everyone (maturity steps) en clear, understandable ‘one voice’ communication about planning and delivery both on the floor and towards Excom.
“ACOMPANY dedicated a mix of profiles (Chief Architect, Program Manager and Change manager) to be able to guarantee impact on every aspect that needed to be tackled in the transformation.”
Tim Groenwals
Head of IT strategy, Enterprise Architecture & CISO at YPTO
Deloitte Audit
After our intervention Architecture was audited by Deloitte and they concluded that it was ‘mature, clearly defined and well organized’ where the initiatives addressed important topics and will lead to a more mature architecture discipline within YPTO.
Frequently asked questions about digital transformation
How does ACOMPANY approach digital transformation projects with clients?
ACOMPANY follows a structured approach that starts with a thorough business analysis and evolves into strategy, roadmap, and implementation. From the very beginning, business and IT are aligned to ensure that projects not only work technically, but also create real value for the organization.
What role do your services play in these client cases?
The cases show how ACOMPANY applies a range of services, from strategic guidance and enterprise architecture to implementation and change management. Depending on the client’s needs, this can be an end-to-end engagement or a targeted use of specific expertise, always with attention to the bigger picture.
Does ACOMPANY always follow a fixed approach, or is it tailored?
Every collaboration starts from the same foundations, but is adapted to the client’s specific context. Based on the business analysis and strategic choices, the necessary steps are defined and the services with the greatest impact in that environment are selected.
How do you ensure that strategy is effectively executed?
ACOMPANY supports organizations not only in strategy and architecture, but also in execution. Through program and project management, change management, and hands-on support, we ensure that plans are translated into concrete results and that projects stay on track.
How do you connect business and IT in these projects?
A key part of the approach is creating alignment between business objectives and IT solutions. Through enterprise architecture and solution design, it becomes clear how processes, systems, and technology work together to create value and support future changes.
Which services are most commonly used in client environments?
In practice, clients often combine multiple services, such as strategy formulation, enterprise architecture, roadmap development, and change management. This combination ensures that both the direction and execution of digital transformation are well aligned.
Can you also support a specific part of a project?
Yes. While ACOMPANY offers an end-to-end approach, organizations can also rely on specific services, such as developing a roadmap, guiding an RFP process, or supporting a change initiative. In all cases, we maintain a clear view of the broader organizational context.
What makes ACOMPANY’s approach different in these cases?
ACOMPANY operates in a vendor-neutral way and focuses on value creation rather than technology alone. By taking a holistic approach that considers processes, technology, and people together, we deliver sustainable solutions that align with both the strategy and the reality of the organization.
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