The Insider's Guide to Next-Generation BPM
By Claude Roeltgen , 11/17/2009
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The question why there is such a huge gap between IT and the business and why it creates so many victims on both sides has intrigued me during all those years being a CIO. This gap has actually (and quite surprisingly) widened over time and there are numerous reasons for it. Excerpts:
To understand the current situation, a short look back will help. Until the end of the ’80s, IT was, from a technical point of view, rather straightforward. A big machine (mainframe) did everything, knew everything, and there were no complicated networks as there are today. In addition, there were no PCs and only a quite minimal and relatively theoretical threat from hackers. In the ‘90s, things became confusing and complicated, and the term “IT landscapes” was created in order to describe the collection of many different components that are part of IT. The word “landscape” has something appeasing, comforting. It reminds you of green meadows, grazing cows, and chirping birds. Everyone likes this. Everyone thinks it’s great. If “landscape” was rightfully used 15 years ago, however, it is no longer accurate as things have gone out of control. At the end of the first decade in the 21st century, IT is described more accurately as an ecosystem, a biotope. It is fragile and complicated; the number of components in it is very often not even known, let alone fully controlled. There are interdependencies of unknown nature, and, most of all, no one is able to predict its behavior when you make changes to it. It is, therefore, much more accurate to say IT ecosystem or IT biotope rather than IT landscape.
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The tasks that need to be completed when introducing new software can be compared to the building of a new house. A software upgrade can be compared to refurbishing a house.
A lot of time should be allocated to selecting such software. A colleague of mine told me once that he had a discussion with his CEO, who did not understand why everything in his company was so complicated when it came to IT matters. He argued that his son usually bought his software in supermarkets and could install it on his PC within minutes. By contrast, in the office, the introduction of new software was something of a drama or even a tragedy. Danger of black ice! My colleague argued that, if you were going to compare software experiences, why not finances? While the CEO’s son was surely able to manage his pocket money all by himself, what was the necessity of the large Finance department in the company? Whether this answer helped him in his career is not certain.
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