This South Africa‑headquartered pan‑Africa bank, newly independent, needed to rapidly replace its fragmented legacy technology across Corporate Channels and Payments to stay competitive with mobile network operators offering alternative financial services. Although progress had begun, the bank lacked strong central governance and coordination across architecture and technical teams. Documentation was inconsistent, with gaps in capturing previous work and guiding the transformation. To succeed, the bank recognized the need for clearer oversight, aligned architectural direction and a more structured approach to ensure its modernization efforts were complete, coherent and able to support long‑term competitiveness.

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