Organizations that have a high mature strategic alignment, integration, collaboration, or harmony will outperform their competitors and tend to be more responsive to the business dynamic.
How successful integration efforts are has to do with the effectiveness of business methodology; efficiency of technology & tools, expertise of people as well as maturity of the organization.
Integration has to be done with a “big picture,” having the business architecture in mind that supports the strategic goals of the organization: Integration is a strategic response to business demands which give rise to the outcomes to be sought. Integration has a set of costs and benefits that are determined by the situation on hand and what is integrated. There are a variety of integrations such as technical information technology integration, operational integration, governance integration; customer experience integration, etc. Information Technology is more like glue than a tool for integrating all important business elements into a differentiated set of organizational capability by leveraging IT Architecture as a useful tool to visualize strategic perspectives of the business. If the situation is very natural and fluid, with a lot of inter-dependencies, it takes a holistic view and cross functional management approach.
In practice, there are some of the issues where we must be aware of integration of a single organizational capability into a holistic enterprise capability management across all enterprises. A holistic perspective can fix the misperception by integrating quality information, bridging siloed functions and underlying structures, IT as a conductor helps integrate/optimize/ orchestrate business processes which underpin business capabilities, and facilitate the business outcome, usually through technology or information in and of itself for paving the path to digital transformation.
Integration as a core business capability to enable the transition from a small innovation initiative to demonstrate value to a completely integrated solution: Innovation is a unique competency. The multiple perspectives of innovation implementation and integration include scope (cross-functional boundary), status (uncertainty, unclear goal., etc), talent (creative mindset, technical expertise, customer advocate, etc.), resources, processes, information technology, etc. Sharing a comprehensive innovation plan will help to prepare your teams. The visual map gives people the whole business situation and the story telling conducted by leaders provides the meaning of innovation and transformative change. analyze "what if" situations showing potential scale of business benefit to be driven from the portfolio based on different mixes of innovation efforts. It provides an “executive” view including impact analysis, reporting and alignment to innovation strategy.
The business needs innovation silver lining from specific tools rising to an overall problem-solving system environment. To build an innovation portfolio, align innovation initiatives, resources and integration/ implementation plans with the strategic goals and objectives. Identifying how those goals will be reached via the lens of strategies, objectives, responsibilities, and timelines. Integrating and building innovation capability and capacity starts from outside in - being people centricity, breakdown process/geographical/industrial boundaries, enhancing cross-domain communication, and streamlining a cohesive process to manage an effective idea generation-selection-implementation cycle.
Integrating a seamless business ecosystem in which businesses are some switches that need to be hyperconnected to keep their business function smoothly: Now we are moving forward from an Industrial Age with information scarcity toward the digital era with information abundance. Information and process are two sides of the coin to run a highly responsive company that can adapt to the expanding business ecosystem promptly. However, too many businesses are still data rich but insight poor; with disqualified information, disconnected processes, dysfunctional systems. Sometimes they spend so much time and energy collecting data without achieving expected results, hindering the achievement of strategic objectives, so they stagnate and become irrelevant gradually.
What are common characteristics of high-performance organizations across the vertical sectors? Information fluency, quality, adaptability, innovation, flexibility, resilience, to name a few. Those organizations that have a high mature strategic alignment, integration, collaboration, or harmony will outperform their competitors and tend to be more responsive to the business dynamic. The collaboratively interdependent organizations can reach the higher state of business maturity because limited hierarchy works best in a creative environment where the free flow of ideas and their prompt implementation is a key element of business long-term success. Horizontally, the more integrated platforms you have to engage customers, partners, etc, in the conversations, the broader you can collaborate and innovate. Vertically, the deeper you can integrate information into underlying business functions and perceive the holistic digital impact, the further you can reach the digital vision and pinnacle.
Modern corporations are massive, hyperconnected, interdependent complex dynamic ecosystems. Terms such as alignment, integration, engagement, collaboration, harmony, link, fuse, affiliation, coalition, fit, match, meld, convergence are frequently used synonymously. The very goal of business integration is to reduce friction, optimize processes, eliminate cost, streamline information and idea flow, integrating people, process and technology into a cohesive set of business capabilities, and put the right people in the right position for solving right problems and, ultimately, improve business effectiveness and efficiency, agility, and maturity.
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