The complex set of technologies enabling today’s business need not be complicated. (See http://www.ted.com/talks/eric_berlow_how_complexity_leads_to_simplicity.html for a perspective on complex v complicated.)
Our observations of enterprise technology implementations reveal a preference for a rather simplistic approach of finding the best available technology solution for any specific problem area. Somehow these blinkered views of the problem space are expected to aggregate into a superior and enabling infrastructure for running a business. But mostly, this is a recipe for a fragmented and fractured collection of technology knick-knacks barely supporting the business processes at quite a cost.
For a business, there’s rarely one primary technology piece, but the technology initiatives are often run as if the current is the killer one. Case in point is ERP. ERP as an infrastructure for handling the business transactions is, of course, a key and a critical element for business enablement – but we have always asked more from technology and to achieve the competitive advantages or higher business efficiencies many more elements need to be orchestrated. Also, it is convenient (and misguided) to think of information systems as one other piece in the business’ jig-saw, a view that completely ignores the all-permeating nature of IT and end-less dependencies that information systems have.
This is complicated, nay, complex. This quagmire is compounded by presence of immense and ever-evolving technology options and the fact that parts of business may not fathom technology impact on business as a whole. Information technology is increasingly business critical and, of course, technology is a business decision. That, business process architecture is a key success factor, cannot be ignored.
Embracing complexity is the first step leading to emergence of simple solutions. One needs to step back (and, not dive deeper) and and take an overall view. The Platform Vision model allows us to do that being a method to discern, comprehensively, the business and technology architecture components. The knowledge about various industry verticals, major technology and services vendors and the value parameters for business impact can be, thus, used to ascertainment of best mix of business process and technology components.
This can lead to a roadmap for an enabling technology platform for business as the considerations of best fit and value along with technical and business dependencies, interoperability concerns and technology futures can be adequately addressed.