We have discussed the concept of aligning information technology to an organization's strategy. This is essentially more often a prescriptive goal than a reality for most organizations. However, alignment can also be considered descriptively as well: namely that an organization's critical business processes can generate (over time) an IT infrastructure which (for better or worse) parallel the processes. At VTB, how & what the organization has done until 2010 to have an IT infrastructure that was such a mess (in terms of many different applications and middleware)?