At Bizzdesign Circle Toronto, expect a community-first experience built for conversations and networking. Engage in peer-to-peer dialogue, hear real-world success stories from enterprise leaders, and build relationships that extend beyond a single event. During our time together we will discuss:
Your step-by-step framework for governing enterprise semantics and authority to scale AI with control
Connect AI to governed architecture models with clear ownership, lifecycle state, and semantics.
May 6, 2026
1:30pm - 6:00pm EST
Alithya Office, Montreal
At Bizzdesign Circle Montreal, expect a community-first experience built for conversations and networking. Engage in peer-to-peer dialogue, hear real-world success stories from enterprise leaders, and build relationships that extend beyond a single event. During our time together we will discuss:
Empowered by the passion and enthusiasm of a talented global workforce, Alithya is positioned on the crest of the digital wave as a trusted advisor in strategy and digital technology services. Transforming the world one digital step at a time, Alithya leverages collective intelligence and expertise to develop practical IT solutions tailored to complex business challenges. As shared stewards of its clients' success, Alithya accompanies them through the full cycle of their digital evolutions, paving new roads to the future of their businesses.
Living up to its name, meaning truth, Alithya embraces a business model that avoids industry buzzwords and technical jargon to deliver straight talk provided by collaborative teams focused on three main pillars: strategic consulting, enterprise transformation and business enablement, which include technologies based on artificial intelligence, machine learning, data, and analytics.
Most enterprises operating today were designed long before AI could participate in work. Their operating models assume that people interpret context and make decisions, while systems execute predefined steps. Intelligence sits in documents, policies, and institutional memory. That architecture still underpins how work gets done.
What has changed is the expectation placed on AI. It’s now positioned to operate within workflows and influence outcomes. As pressure to adopt AI has intensified, driven by employees seeking productivity gains, markets and investors watching progress, and customers encountering AI-enabled experiences elsewhere, many organizations have responded by moving quickly. Different motivations, same outcome: AI layered onto operating models never designed to support it.
FAQs
An AI-native enterprise is an organization whose operating model is designed on the assumption that AI will participate in work alongside people, applications, and data. Intelligence is embedded into workflows rather than added as an external layer, with clear rules for autonomy, governance, and accountability.
AI-added means bolting AI capabilities onto existing systems without redesigning how work flows or how decisions are governed. AI-native means designing workflows, data authority, and governance with AI as a participant from the start, treating AI agents as architectural components with defined responsibilities and boundaries rather than productivity tools layered on top of existing processes.
AI agents rely on enterprise architecture for structured, authoritative context. In other words, the enterprise ontology that defines how the business works. It defines core concepts like applications, processes, ownership, dependencies, and lifecycle state, and establishes which data is approved and current.
Without that structure, agents operate on fragmented information and can’t reliably assess impact or enforce governance. With it, they can reason over trusted models, trace dependencies, and act within defined constraints across the enterprise.
AI doesn't interpret ambiguity the way people do. When enterprise concepts like processes, applications, or ownership exist in multiple forms across tools and documents, humans resolve differences implicitly while AI can't. It either surfaces contradictions or makes arbitrary choices without visibility into how those decisions were made.
Data authority establishes which systems are trusted sources for specific enterprise concepts, ensuring AI reasons over consistent, governed data rather than conflicting or outdated information. Without data authority, AI performance degrades as usage scales and enterprise conditions change.
Becoming AI-native doesn't require replacing existing systems or starting from scratch. Most enterprises already rely on complex portfolios of applications and platforms that continue to serve important business functions. What changes in an AI-native approach is how those systems are used, governed, and connected when AI participates in work.
Keep enterprise architecture data accurate and consistent, without manual clean-up.
Enterprise transformation SaaS company enters Top 20 of Tussell’s independent ranking of the fastest-growing UK public sector technology suppliers
FAQs
The Tech200 is an annual ranking of the 200 fastest-growing technology suppliers to the UK public sector. It is published jointly by Tussell, UK’s technology trade association techUK, and The Data City, a provider of sector and industrial classification data. The ranking identifies companies that have demonstrated the highest percentage growth in direct UK public sector revenue over the two most recent full fiscal years.
The Tech200 is based on objective procurement data and is independent of sponsorship. A company’s placement on the list is determined solely by its objectively measured growth in direct UK public sector revenue, sourced from publicly available procurement data.
The Tech200 is calculated using Tussell’s market intelligence platform, supplemented by The Data City’s Real-Time Industrial Classifications (RTICs) and Real-Time SIC (RSIC) system. Companies are ranked based on percentage growth in direct public sector revenue between the last two full fiscal periods (FY23/24 and FY24/25), using publicly available procurement invoice data. Only companies with at least £250,000 in direct public sector revenue in FY23/24 are eligible for inclusion.
Company classifications and headquarters locations are determined through a combination of data analysis and manual verification. Rankings are assessed at the parent-company level, grouping subsidiaries under their ultimate ownership where applicable.
Application Portfolio Management (APM) is the practice of governing the applications used in an organization. It is an essential strategic planning capability of an IT organization, ensuring that investments in the application landscape are in line with business strategy and that investments are made in a way that minimizes cost and risk, while at the same time delivering the required functionality and flexibility to fulfill business goals.
APM makes visible how applications map to business capabilities, where functional duplication drives unnecessary cost, which technical debt poses the greatest risk, and which dependencies must be managed before change can proceed safely. This visibility allows leaders to prioritize rationalization and modernization based on portfolio-wide impact rather than isolated business cases, helps teams identify consolidation opportunities during mergers or divestitures, and provides the foundation for cloud migration strategies that balance ROI against risk. When application strategy connects to the wider ecosystem of business capabilities, processes, data, and technology, organizations can plan, design, and govern change with confidence.
Application rationalization is the process of evaluating an organization's application portfolio to identify which systems to keep, retire, consolidate, or invest in based on business value, technical health, cost, and strategic fit. Most organizations carry significant application redundancy, overlapping functionality accumulated through growth, mergers, or decentralized decisions; the challenge is determining which applications genuinely enable business capabilities and which simply add cost and complexity.
Application rationalization matters for IT cost reduction because it helps organizations eliminate redundant or low-value applications while protecting systems that support business strategy and transformation initiatives. It targets the root causes of portfolio bloat: functional duplication that drives unnecessary licensing and maintenance costs, technical debt that increases support burden, and misaligned investments in applications that no longer serve strategic priorities. Structured application rationalization programs can deliver cost reductions of 20 to 30 percent when decisions are made with full visibility into dependencies and strategic priorities, while creating a simpler, more agile application landscape that accelerates future change.
Technology Portfolio Management (TPM) focuses on governing infrastructure platforms, technology standards, and architectural components across the enterprise. Most organizations have accumulated technology through years of vendor relationships, tactical purchases, and evolving business needs; the challenge is understanding which technologies remain viable, which create risk through obsolescence or non-compliance, and which drive unnecessary complexity and cost.
TPM helps organizations manage risk, control costs, reduce infrastructure complexity, and align technology decisions with strategic and regulatory requirements. It makes visible where technical debt has accumulated, which technologies no longer align with established standards, which vendor contracts create optimization opportunities through SLA gaps or overlaps, and which dependencies will constrain modernization initiatives. By maintaining visibility across technology assets and dependencies, TPM supports long-term modernization and resilience planning, enabling organizations to stay ahead of obsolescence, consolidate vendor relationships for stronger negotiation leverage, and focus investment on technologies that accelerate strategic goals.
Enterprise architecture management (EAM) creates a living, queryable model that connects business capabilities to the applications, data, technologies, processes, and organizational structures that enable them. Most organizations have accumulated layers of applications, data, and infrastructure over decades; the challenge is turning that landscape into coherent architecture that leaders and teams can actually use to make decisions.
A managed enterprise architecture makes visible how applications support business capabilities, how data flows across systems, where technical debt has accumulated, and which dependencies will constrain future change. This visibility allows leaders to assess impact before committing resources, helps teams identify reuse opportunities and avoid duplication, and provides a shared language for business and IT to collaborate on transformation decisions.
Business architecture management (BAM) creates a capability-based view of the enterprise that anchors transformation in how value is created and delivered. It shows which capabilities support strategic objectives, which constrain progress, and where targeted change will have the greatest impact.
This view becomes the foundation for prioritizing investments and sequencing initiatives based on capability gaps and overlaps rather than isolated business cases. When business and IT work from a shared frame of reference, collaboration improves and transformation stays connected to business outcomes rather than drifting toward technical outputs.
Business architecture and enterprise architecture are related but distinct disciplines. Business architecture focuses specifically on the business layer of the enterprise: business capabilities (what the business does), value streams (how value is delivered), organizational structure, business processes, and information concepts. It defines how the organization creates value and aligns with strategy, independent of technology.
Enterprise architecture provides a holistic view across multiple layers: business, application, data, and technology. It shows how business capabilities connect to the applications that enable them, how data flows across systems, and how technology infrastructure supports operations. Business architecture is a component of enterprise architecture (the business layer) but EA extends beyond it to include IT architecture and the relationships between business and technology.
In practice, business architecture answers "what does the business do and why?" while enterprise architecture answers "how does technology enable the business, and how do we manage that complexity?" Together, they ensure transformation aligns business strategy with IT execution.
Bizzdesign has received independent recognition from leading industry analyst firms including Gartner and Forrester, being named a Leader in the enterprise architecture space in The Forrester Wave™: Enterprise Architecture Management Suites, Q4 2024 and a Leader in the 2025 Gartner® Magic Quadrant™ for Enterprise Architecture Tools, marking its 18th consecutive year in the Leaders quadrant. The company was also named a “2025 Company of the Year” by the Business Intelligence Group. These recognitions reflect over two decades of innovation in the enterprise architecture market. Bizzdesign continues to strengthen its offering through increased investment in product development, expanded global reach, and AI-driven innovation, helping organizations bridge the strategy-to-execution gap with greater speed and confidence.
About Bizzdesign
Bizzdesign is a global enterprise transformation SaaS company. Through the merger of three industry leaders, Bizzdesign, MEGA International, and Alfabet, the company offers a comprehensive enterprise transformation suite that helps organizations navigate the complexity of digital business. With a data-driven and AI-powered approach, it accelerates transformation, from vision to value, by empowering teams to collaboratively plan, design, and govern change.
