During the project, Reppel’s consultants were asked to support the process identification and document the results. In the process of selecting an enterprise resource management platform, a comprehensive process map was created through concurrent process discovery and consultancy services. Following this, the team began 3 concurrent activities. In the first step, the newly mapped processes were analysed for improvement opportunities such as excessive processes, repetition and dysfunctional behaviours. The results of this initial analysis were used in workshops with the departments to align the existing processes with the new core data system. At the end of this workflow, processes were reviewed again and redesigned where necessary (especially in HR due to a change in data responsibility). Next, the owners of each existing system (except the core data system) were identified and interviewed to identify licensing issues, planning/life cycles and data flows for each system. The resulting data was used to create a comprehensive overview diagram of data flows at multiple levels, including a three-year technology roadmap. At the same time, the data owners of the core data system were identified and a comprehensive model for data management and ownership was created and implemented. Finally, an overarching technology vision and mission were developed in a workshop with the school’s senior technical leadership team. The final statements were chosen because they complemented the newly created data governance policy, process orientation and technology as a means of learning.