That's why these are among the things that need to be examined and potentially changed to adapt the IT culture for SOA. For example, it may be necessary or helpful to reward a developer specifically for creating a reusable service, or penalize them when they don't. Eric
----- Original Message ---- From: Michael Poulin <[EMAIL PROTECTED]> To: [email protected] Sent: Thursday, July 3, 2008 11:29:27 AM Subject: [service-orientated-architecture] SO and enterprise (was Meehan & Anne on SOA Success - or lack of) >I agree that incentive and compensation models tend to work very much >against the vision of enterprise SO. Do we want to discuss this topic in this Forum or its a subject for another forum? Are here others who might be interested besides Rob and me? - Michael ----- Original Message ---- From: Rob Eamon <[EMAIL PROTECTED] net> To: service-orientated- architecture@ yahoogroups. com Sent: Thursday, July 3, 2008 3:44:33 PM Subject: [service-orientated -architecture] Re: Meehan & Anne on SOA Success - or lack of --- In service-orientated- architecture@ yahoogroups. com, Michael Poulin <[EMAIL PROTECTED] .> wrote: > > The major problem here are existing models of accountability and > ownership in the organisation. They allow (if not promote) a > difference of interests between the very top management, which > directly depends on the reaching of the enterprise goal(s), and the > lower levels of responsibilities, down to the regular project > management. That's exactly right. The challenge is that senior leadership is measured and judged by how they manage their P&L--what's their bottom line contribution to the company. What's their contribution to shareholder dividends. The common approach to maximize the effectiveness of the enterprise is to try to maximize the effectiveness of each business individually and independently. This means that business unit A doesn't really care about the performance of business unit B. If A doesn't trust B, there is no way they are going to rely on any facilties offerred by them. Indeed, in some organizations the units tend to compete with each other. Business unit A, while they ostensibly care about the health of the overall enterprise, predominantly acts in its own interest--doing something for the good of the enterprise but possibly to the detriment of the business unit is something that has to be forced by a CEO. I agree that incentive and compensation models tend to work very much against the vision of enterprise SO. -Rob
