The successful integration will depend on the underlying business relationships between all of the crucial points and how they influence each other in building solid and differentiated business competency.
The successful integration will depend on the underlying business logic between all of the crucial points and how they influence each other in building solid and differentiated business competency.
IT-business integration to bridge silos and improve information fluidity: Information is the most invaluable asset of business today, IT does not “own the data or information,” business functions do. Only through seamless IT-business integration, businesses can manage their data assets to achieve its full potential for business growth and customer satisfaction. IT is not an end in and of itself; Information is the most intensive puzzle piece, technology should be an enabler to run real-time, high performance organization.
Do not underestimate the perfect wave of combined IT-business integration of all of the exponential growth curves. It’s also crucial to develop a strong management capacity for integration. The more integration between business and IT, the more level of agility for both will be achieved. The success of integration depends on the initiatives, the relationships between IT and business, and the size of the company. It all boils down to optimizing the management capacity investments with a keen eye to opportunity costs of all the projects involved.
Integration has to be done with a “big picture” by identifying interdependence or business frictions: Seamless alignment and integration will help to determine the appropriate dynamic aspects and enable the architect to simplify the elements appropriately to build cohesive business capabilities, and ensure that business as a whole is superior to the sum of pieces, increasing revenue growth, process maturity, margin improvement or customer satisfaction, etc.
Dynamic capabilities are more complex in design, more seamless in integration, more time-intensive in speed. To identify interdependencies and make seamless integration, there are multiple perspectives of organizational capabilities. Business architecture tends to focus on capability analysis, current state evaluation, gap analysis, and development of a practical roadmap to reach a reasonable target future state. It requires cross-functional collaboration, embedding agility into processes for adapting to changes, and shortening the delivery cycles for improving business responsiveness.
The beauty in running a fully-integral organization is in harmony, to ensure that the full business potential can be unleashed: Integration is not always cost-effective, especially with highly disparate systems. It often takes cross functional collaboration and interdisciplinary expertise to get integration right. Without that whole picture with cohesive integration logic, separate parts of the organization will care for their own part and maybe for interfaces and not more.
There are different complexities at a different time or dimension and there are multilateral integrations to achieve business coherence. Integration has a set of costs and benefits that are determined by the situation and what is integrated. How successful integration efforts are has to do with maturity of the organization. It’s also important to take a wide look at what's going on outside the organization, the business ecosystem, take an “interconnected systems “approach – to enhance the integration of across local and global business, social, technological, economic, political, and ecological systems.
The successful integration will depend on the underlying business relationships between all of the crucial points and how they influence each other in building solid and differentiated business competency. Starting small is a good approach to integration, scaling up from there has to be carefully architected. The transition from a small initiative to demonstrate value to a completely integrated solution is a journey that provides a viable pathway to run a high-responsive, high-mature digital organization.
IT-business integration to bridge silos and improve information fluidity: Information is the most invaluable asset of business today, IT does not “own the data or information,” business functions do. Only through seamless IT-business integration, businesses can manage their data assets to achieve its full potential for business growth and customer satisfaction. IT is not an end in and of itself; Information is the most intensive puzzle piece, technology should be an enabler to run real-time, high performance organization.
Do not underestimate the perfect wave of combined IT-business integration of all of the exponential growth curves. It’s also crucial to develop a strong management capacity for integration. The more integration between business and IT, the more level of agility for both will be achieved. The success of integration depends on the initiatives, the relationships between IT and business, and the size of the company. It all boils down to optimizing the management capacity investments with a keen eye to opportunity costs of all the projects involved.
Integration has to be done with a “big picture” by identifying interdependence or business frictions: Seamless alignment and integration will help to determine the appropriate dynamic aspects and enable the architect to simplify the elements appropriately to build cohesive business capabilities, and ensure that business as a whole is superior to the sum of pieces, increasing revenue growth, process maturity, margin improvement or customer satisfaction, etc.
Dynamic capabilities are more complex in design, more seamless in integration, more time-intensive in speed. To identify interdependencies and make seamless integration, there are multiple perspectives of organizational capabilities. Business architecture tends to focus on capability analysis, current state evaluation, gap analysis, and development of a practical roadmap to reach a reasonable target future state. It requires cross-functional collaboration, embedding agility into processes for adapting to changes, and shortening the delivery cycles for improving business responsiveness.
There are different complexities at a different time or dimension and there are multilateral integrations to achieve business coherence. Integration has a set of costs and benefits that are determined by the situation and what is integrated. How successful integration efforts are has to do with maturity of the organization. It’s also important to take a wide look at what's going on outside the organization, the business ecosystem, take an “interconnected systems “approach – to enhance the integration of across local and global business, social, technological, economic, political, and ecological systems.
The successful integration will depend on the underlying business relationships between all of the crucial points and how they influence each other in building solid and differentiated business competency. Starting small is a good approach to integration, scaling up from there has to be carefully architected. The transition from a small initiative to demonstrate value to a completely integrated solution is a journey that provides a viable pathway to run a high-responsive, high-mature digital organization.
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