Skip to main content

Integration maturity model: what stage are you in today?

Introducing a new or upgraded business application frequently results in poor integration across business processes. As you can see from what I call the Law of Technology Injection, poor integration can mess up an otherwise decent business process. Poor integration contributes to the disconnect between IT-spend and IT-results. It is therefore a significant reason for the ongoing move to BT (business technology).

In their book Enterprise Architecture as Strategy: Creating a Foundation for Business Execution, Jeanne W. Ross, Peter Weill, and David C. Robertson describe four stages of integration maturity. Stage 1 is the Silo stage, when local business managers or users articulate the need for an application to support their business needs. Stage 2 is when IT leaders assume greater leadership across the company. The authors go on to define two more stages of increasing maturity.

Based on my observation of some 500 international software initiatives from business process and user perspectives, I know that a substantial percentage of enterprises continue to stay at the Silo stage. But, where do you think your organization or practice is, currently? It would be helpful if you could share your thoughts here.

Comments

Popular posts from this blog

Explorer mentality Vs conqueror mentality

A fixation on competitors and on beating them is evidence of what Amazon's Jeff Bezos calls a conqueror mentality. In contrast, people waking up in the morning thinking how to innovate for the customer -- and having intense fun innovating -- is evidence of an explorer mentality.

The explorer mentality resulted in Amazon allowing negative reviews of its products. Reacting to this, a book publisher objected, saying "You make money when you sell things." But Bezos thought, "We don't make money when we sell things; we make money when we help customers make purchase decisions." So explorer mentality also demands a willingness to be misunderstood for long periods of time.

During his 16 years as CEO, Bezos' Amazon has delivered shareholder returns of 12,266% (industry-adjusted), and the company's value has grown by $111 billion. More in HBR Jan-Feb 2013.

M&A perspective: IT staffing Vs IT consulting

This report is a simple analysis by HT Capital -- a boutique investment banking firm in New York. It basically makes the point that being a staffing company (Vs consulting company) does not provide adequate returns to most investors, especially from an M&A perspective.

Peter Rozsa, co-author of the report, is a Senior Managing Director at HT Capital. He was also my "classmate" at a Columbia Business School executive education program. I have Peter's permission to make the report available here.

Click to download PDF report.

Corrupt media: lessons for better behavior

During the US election cycle, so-called "liberal" media outlets have been misleading the people of America and the world. They focused our attention on Trump's bad WORDS instead of on Clinton's bad ACTIONS. Even their polls and predictions were totally wrong.

Post-election, they continue to fuel division, violence, and racism.

US election reporting in India too has been hate-filled (Chidanand, for example).

In the midst of all this is a fresh, objective voice. Chetan Bhagat is not only an intellectual, but a rare truth-speaker. Here are 5 things he tells the elitist media:

You are not as smart as you thinkPeople are the keyUnfair criticism always backfiresDo not impose your views on othersGet out of the bubble.
Here's his original article.