Gervas Douglas
2012-12-26 15:19:25 UTC
A Good Service Idea Flies Fast
One of major consequence of service-oriented Business Architecture and
business organisation model in an enterprise is individing business and
a big part of IT into self-contained business serviceswhile still
keeping shared services and technical resources centralised. In order to
avoid duplication of efforts on shared capabilities, which led a couple
decades ago to the creation of monolithic IT, a centralCross-Functions
and Cross-Divisional Unit(CFCDU) has to be created in an enterprise.
This unit must merge the Enterprise Architecture (business and
technical) with the corporate Change Management functions. Together,
they have to be powered to control and command functional and product
business units in the area of business functionality.
Indirectly,the CFCDU controls spending part of the corporate budgetas
well. Any business unit may propose any business or business support
development. However, this development and related investments must be
approved by the CFCDU, which preserves corporate interests over the
interests and benefits of any individual unit.
This sounds like a theory. Do not rush into such a conclusion but think
what other business organisation models can provide the same benefits
for a company operating in a highly dynamic business environment (as of
nowadays). While you are thinking, here is a real-world example of
implementation of this theory.
A famous ASOS -- "/the world's best online fashion destination/" -- has
overcome the mentality of a ".com" and pleasantly surprised me. The
company proposed the organisational model that fits with the
aforementioned very well. They went even further by considering a
cross-functions and cross-divisional solutions architecture team that is
assumed to enforce business changes realised by the enterprise
architecture for the current and, especially, strategic solutions.
I believe that ASOS is not the only one example. What they have done is
the strategic roadmap for the majority of non-manufacturing
organisations. This is how a company has to be structured for
competitive advantage in the dynamic market.
You can find more information about service-oriented business
architecture and organisation in the coming book "Architects Know What
Managers Don't
<http://www.mpoulin.com/architects-know-what-manager-dont/>".>>
*You can find Michael's blog at:
http://www.mpoulin.com/a-good-service-idea-flies-fast/
*
*Gervas*
One of major consequence of service-oriented Business Architecture and
business organisation model in an enterprise is individing business and
a big part of IT into self-contained business serviceswhile still
keeping shared services and technical resources centralised. In order to
avoid duplication of efforts on shared capabilities, which led a couple
decades ago to the creation of monolithic IT, a centralCross-Functions
and Cross-Divisional Unit(CFCDU) has to be created in an enterprise.
This unit must merge the Enterprise Architecture (business and
technical) with the corporate Change Management functions. Together,
they have to be powered to control and command functional and product
business units in the area of business functionality.
Indirectly,the CFCDU controls spending part of the corporate budgetas
well. Any business unit may propose any business or business support
development. However, this development and related investments must be
approved by the CFCDU, which preserves corporate interests over the
interests and benefits of any individual unit.
This sounds like a theory. Do not rush into such a conclusion but think
what other business organisation models can provide the same benefits
for a company operating in a highly dynamic business environment (as of
nowadays). While you are thinking, here is a real-world example of
implementation of this theory.
A famous ASOS -- "/the world's best online fashion destination/" -- has
overcome the mentality of a ".com" and pleasantly surprised me. The
company proposed the organisational model that fits with the
aforementioned very well. They went even further by considering a
cross-functions and cross-divisional solutions architecture team that is
assumed to enforce business changes realised by the enterprise
architecture for the current and, especially, strategic solutions.
I believe that ASOS is not the only one example. What they have done is
the strategic roadmap for the majority of non-manufacturing
organisations. This is how a company has to be structured for
competitive advantage in the dynamic market.
You can find more information about service-oriented business
architecture and organisation in the coming book "Architects Know What
Managers Don't
<http://www.mpoulin.com/architects-know-what-manager-dont/>".>>
*You can find Michael's blog at:
http://www.mpoulin.com/a-good-service-idea-flies-fast/
*
*Gervas*