Corporate regulations and compliance have changed radically to fit the online world we now live in. They are highly likely to change again in the future to respond to new challenges and it is vital that organisations are able to make fixes fast. The penalties for non-compliance are serious now but will soon become a game-changer. For example, GDPR (General Data Protection Regulation) could levy fines of up to £20m or 4% of your turnover.
Integration platforms should be seen as a technical enabler with the benefits case stacked upon the promise of reuse, cost savings, simplification and flexibility. All of these offer clear advantages for organisations adopting a holistic integration strategy and a CIO or IT director looking to enable the digital potential of their organisation will already have a clear view on the value of this approach.
Last month, I was delighted to be able to give a presentation to the Enterprise IT Strategy Forum, an event at Heythrop Park in Oxfordshire attended by IT decision makers from many large organisations. My presentation, on how to leverage existing IT assets to support the delivery of digital transformation was well received, and I promised to post a transcript of sorts here.
Systems Integration is not a topic typically discussed at the dinner table or even in the Board Room. Like the plumbing that underpins the functionality of your bathroom, integration is either the unsung hero, or the ticking time-bomb waiting to wreak havoc on all your plans for business change.
Our last post on integration demand management focused on managing the delivery throughput for a centralised integration competency centre, however the centralised delivery model is not the only solution for an effective integration strategy. These approaches may be more appropriate for you depending on your strategic outlook and IT objectives, but these will present different and often less obvious demand challenges that need to be addressed.
One of the first questions I often get asked when starting a conversation about implementing an Integration Centre of Excellence model is "What should its scope be?". The answer to this question is, unfortunately, "It depends".
Now I appreciate that, coming from a consultant that answer doesn't really cut it, as that's often viewed as consultancy code for "I'm not going to tell you the answer until you pay me to do a piece of work to work it out for you." In this case, however, it happens to be true. In this post I want to explain the many factors that determine what the scope and shape of the integration capability of your organisation should be.
A lot of things are built every day in every corner of the globe, from enormous skyscrapers to tiny plastic widgets and they are mostly useful things that are built efficiently with the end customer in mind. Many Information Technology (IT) things are also being built but it seems to be a little harder to quantify how efficiently they are built and how useful they are going to be. There often seems to be a disconnect between what the users want and what is delivered.
Integration is all too often seen as an added cost to another major IT programme, usually a systems upgrade or refresh. Successful organisations are however starting to understand that integration is, in itself, a capability. If executed effectively, it can deliver real benefits back into the business. In this guide I explore the ways in which integration can reduce cost and enable transformation.
Over recent weeks the Wheeve team have attended a number of industry events and the 'hot topics' seem to be fairly consistent when it comes to CIO challenges and digital transformation. Here's our view on the top three: GDPR, cyber security and the mobile workforce, shadow IT and microservices.
You hear it all the time in the press; there’s a massive IT skills shortage. Indeed, at the recent Gartner Application Architecture, Development and Integration Summit last week, analysts were still predicting that demand for IT resources will outstrip supply five-fold for at least the next five years. A good thing for IT professionals but a disaster for companies looking to invest in a digital platform.