The goal on software development still is to evolve model-driven architectures and drive higher productivity (time to market + quality) in the delivery cycles, something only being realised by stringed delivery methods generating overheads.
Even so, there are still arguments in the media whether we will see virtualisation technologies, services architectures (SOA), Web 3.0, etc. These things are being used today and only Power Point experts call this immature. Open the hoods of your ERP or banking environment and in many cases you will see full service architectures or at least a layer or wrapper around their legacy, enabling the adoption of service-based interfacing.
Merging application silos
At the Asian Banker Summit on 10 and 11 May this year, I predicted that based on these changes, we will see finally a merger of application silos within the IT organisation and create a single application team with different functional expertise. Meaning, if everything is a service, we would not need different teams around application boundaries anymore, but more functional and technical expertise.
The logical conclusion of this forced reorganisation in modern IT departments will be reorganisation within the business landscape as well. How can you distinguish call centre operators by products or functions, if a sales guy nowadays will need the same capabilities as a collector and both are most likely getting their task orders from the screen?
During my visit at the Open Group Conference in London, we had some interesting discussions on how enterprise architecture will evolve until 2019. Naturally, there have been different views around this, but essentially we all agreed on the following themes:
• Reinvention of corporate planning and strategy merging of IT and business planning approaches
• Driving solution design for the so called network enterprise an enterprise which uses a multitude of partners, business and IT services to offer capabilities to clients
• Creation of a chief strategy officer owning the planning component across all competencies in an enterprise
• Business simulation and scenario-based planning to become a new core competence, with IT being but one part in this.
Now, this does not mean that IT will become simpler; the opposite is true. IT will become more complex. Specialised technology and business skills will be more important than ever, but it will generate more value and more power for the end-user or customer, with more productivity in less time.
The key characteristics of IT3.0 will be the following:
• Business simulations will drive detailed IT planning, which will use prebuilt components to construct capabilities for the business
• These prebuilt components will be delivered by a set of internal and external service providers.
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