SABMiller’s investment into technology was directed towards the development and deployment of the Global Template. Once the implementation covered countries producing 60% of Net Producer Revenue, it became essential to bring the investment to a sustainable level. However, the markets were starved of investment due to focus on Global Template and the business demand exploded to $400m.

A method was needed to prioritise investments bringing the most strategic benefits to the company, taking the $400m demand to $100m portfolio.

My team and I piloted and then delivered a business capability mapping establishing a clear link between business strategy, drivers and goals and individual technology-related investments.

We delivered business improvement roadmaps for global business functions and across business regions. On the back of this, I implemented architecture governance ensuring that individual projects adhere to SABMiller’s strategy and follow architecture standards.

$400m demand prioritised into a $100m investment portfolio with a clear connection to business goals. Business capability mapping became the default engagement platform between the IT Business Partners and the business leadership, providing Lingua Franca across functions and markets.