Key Benefits 

• Quicker Decision Making – As the executives could now understand the roadmaps and the key interdependencies across them, they were able ot make decision fasters, and also removed duplicated initiatives that were not easily visible before.  Key programmes that had significant cross department interdependencies like new visions for e-commerce were at last understandable for executives, which enabled funding to be released.

• Significant Time Savings: The architecture team reclaimed hundreds of hours previously spent on formatting, with an estimated ROI of at least 5x based on time savings alone.

• Increased Executive Engagement: Following a key workshop in October 2024, director-level engagement with roadmaps, and the enterprise architecture team.  The feedback was that they were able to interact with the roadmaps, edit in the sessions and then study in their own time, in a way that was not previously possible.  The cross-domain linkage was a key faciliatory in enabling sign off, and also increasing understand of the wider impact of programes across the company. For example, one project in data that was due to be cancelled was revived as it impacted at least 17 other projects, something that only became clear after using Konexis.

• Improved Consistency: The solution created not only visual consistency across roadmaps but also established a common roadmap language throughout the organisation.

• Joined Up Roadmaps: It is not really feasible to share information across PowerPoint. However, with the ability to import initiatives that sit across multiple roadmaps and where the data is fully synced, it meant for the first time that Burberry could fully join up their transformation strategy across different departments, reducing duplication of initiatives and showing cross dependencies. Doing this showed at 4 data projects that sat within different business units in different areas that were doing the same thing, and were merged showing approx. £236,000 in cost savings. 

Whilst the technical implementation was straightforward, several challenges needed to be addressed: 

• Internal Adoption: Varied levels of enthusiasm within the architecture team required additional support for some team members to achieve the necessary level of detail in their roadmaps. This was something that was driven by Rashad Bashir, who has been a champion of Konexis fom day one. He understood the power of strategic roadmaps that could be understood by all and work tirelessly with his team, and support from the product management function at Konexis to get everyone’s roadmaps to the appropriate level, which also had the additional benefit of driving a common language.
  
  

• Visualisation Preferences: Whilst 90% of senior leaders embraced the Sunray canvas view, some directors requested more traditional Gantt chart views—a feature Konexis plans to implement in Q3 2025.  This has meant a few difficult conversations where the benefit of a sunray canvas has been shown to the directors. 
  
  
• Customer-Driven Development: Konexis’s willingness to enhance their product based on customer feedback has been well-received by the Burberry team