Over the last decade, companies have experienced an explosion of new technologies and new applications, leading to complex and diverse IT landscapes. The result is a myriad of disconnected applications, processes, and data.
Against this backdrop is the advent of a digital economy, one that is rife with challenges and disruptors, as well as new opportunities. In this environment, adaptability and agility are essential to thrive. The organizations that can respond quickly, survive. How? By embracing integration as the cornerstone for achieving data insights and streamlined processes. A connected enterprise holistically understands not just what is happening in their business, but why—with full visibility into customer behavior, supply chains, financial performance, employee engagement and more.
The importance of unlocking the insights has never been more important. And, harnessing the power of data and processes to do so is propelling heightened visibility for a holistic approach to integration—one that can handle the integration challenges of both today and tomorrow.
Organizations have reached a point in their evolution that calls for a stake in the ground: in short, for a declaration of enterprise integration as a strategic mandate. According to a recent TBR study on integration, the vast majority of responding organizations expressed belief that integration is strategically important in achieving their business goals.
True enterprise integration extends far beyond systems, applications and processes—it also encompasses organizational cultures, structures and workflows. Hierarchies must flatten to help business units and internal departments collaborate with the autonomy to experiment and develop products and services themselves. Diverse skills, knowledge, and expertise converge across internal and external boundaries to develop new digital offerings. This is the image of the organization of the future: distributed, dynamic, agile, and innovative.
For IT then, a new era has arrived. The slow-and-steady, top-down approach of the past now seems to have all the relevance of a rotary telephone and the efficiency of a floppy disk. IT needs to cast off its supporting role as a cost center and partner with business leaders to discover and apply technologies in new ways. Transformed into a strategic department, IT can enable the organization to respond, adapt and ultimately to achieve its vision.
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