 for CCNC Europe, which is part of a global enterprise architecture training and consulting team. We were one of the earliest TOGAF trainers. We've been part of the open group for almost 20 years, and we believe in TOGAF. We like it. But there's more to architecture than what we used to do. We need to take those principles and that way of thinking into the modern age. So we asked Kate Platernava of HSBC, whose chief architect for technical domains, to come and speak with us at the open group meeting in Amsterdam. Kate is a champion for diversity. She is one of the leaders of architecture in the HSBC Global Bank, based in the UK. What we're helping HSBC with about three or four years ago, they started talking to them about our solution architecture course, which was traditional. And designed for more of a traditional type of role. What HSBC are doing is what they call the technology economy. They're working with leading training content providers such as ourselves, and delivering training through a unified portal across the globe, partly in classrooms, partly online. And a key part of this is the Athena program, a particular component of the economy which is designed to empower women who want to move into architecture and careers from other parts of the bank. We've been trying to help with that as well. In order to make the changes that they need, we're supporting HSBC, and this was in a longer presentation, which you might want to watch Kate talk about, and moving to what they call decision-driven design, agile design for an agile world. So the old way was to have a design committee. The new way is peer-reviewed. The old way, toll gates. The new way, guardrails. Review and improve long cycles of waiting for someone to look at your work and tell you what they think is replaced with trust and verifying. And the whole approach is designed to deliver agile architecture throughout the value chain of IT. The Zhang Zhenge, which I probably pronounced wrong, the Cantonese Mandarin people can correct me, as you like. But these are the three components of the economy in HSBC. Technical excellence, which is of course essential, because we're talking about integrated cross-functional teams doing devops, agile, who need to understand how everything works, plus depth in their own area. Communication mastery, which has always been essential for architects. And leadership power, which is an interesting component, but also very important for architects. Most of what we do in architecture work is not telling people what to do. If we try to do that, they usually stop inviting us to meetings. It has always been helping people to be successful by showing leadership, and that's emphasized in the academy. So we've updated our architecture solution architecture course to be the architecture fundamentals for the digital age. It's a six-day course now. And we take the students on a journey. We've done about six 25-person classes in HSBC, which is a beginning. It is a global effort. And the journey starts with understanding context. So in the old way of working, the old waterfall way, it was enough for the enterprise architect to understand the strategy and customer expectations. And they would create designs, and this would all well downhill. Except that wasn't really enough. And it didn't work very well when it was important for people to do development or people doing deployment and infrastructure to understand why we had this stuff. It is now important, and everyone sees this today, it's part of what DevOps is about. It's important for everyone to understand this stuff. So that we have transparency and principality from the original demand signal, from the top-down strategy from the customer expectation right through to what is delivery from the customer's hands. We take the students through a journey in which they put layer upon layer on an architecture about an imaginary company that looks a lot like real companies and that it has merger and acquisition issues and is trying to expand certain lines of business in certain countries. It has demands from customers for changes to products that require changes in IT because my shopping is in my pocket. There it is. My bank is in my pocket. And so architects dig solution. Architects need to understand that. We take them through a series of design choices. We talk to them about design patterns, technology trends, how to deal with non-functional requirements. This is all enterprise architecture stuff that is now needs to be part of the understanding of the solution architect and beyond as we flow through the value chain. We talk about the impact of the choices they make on things like time to market and time to value. And we give them a structure. It's a common structure across the group of people who have been through this training. Common semantics, common notations, common kinds of models, common approaches so that they can communicate in a single way, although it's not with a single voice, so that their work is understandable all around them. And also that it's based on tracing the work that they've done back to the purpose of the business, the purpose of the customers. And it includes things that people need to know about governance and finally business study. So we're just starting this journey with HSBC. We've been on this with them for about a year and a half and we feel really good about this new course that we're able to offer, which is helping them a lot and has helped us a lot with our own training portfolio to be completely up to date with Agile. The technology choices that HSBC has made to go deeper are these. And each one of them is very important for understanding how to do architecture in an agent which you're not just inside some firewall or some data center inside some concrete fortress. You actually have to think about how to refactor things from the digital age. You have to think about mobile. You have to understand when and how to use cloud. You have to understand what to do with your application that contributes to the strategic approach to big data analytics that you're all about. You have to understand what security needs in this kind of environment. Other people using this training might choose different key technologies but these seem pretty basic and wouldn't be able to come through this journey after six days in the class. They go away with their own little set of architecture artifacts. It's their own enterprise architecture for that imaginary company. But more importantly, they've learned how architects think they're becoming fully functional architects themselves and it creates a single way of thinking across the group which is very important and big change and will make everything else more successful, we think. So you can watch the full presentation if you like. It's about 45 minutes and we hope that you do. Thank you.