With one caveat I agree. IT indeed rarely drives the corporate structure but it can become completely disengaged from it, the "People's Republic of IT" mentality. This exists in many companies where the perception within IT is that they know best and they rule the roost. I was once told by an Enterprise Architect in one of the most successful global businesses
"I don't care what the business wants, if we say it isn't going in, it isn't going in" Change has to cover both IT and the business, but in organisations with a PRI party the change will be most painful for the politburo of IT. Steve 2008/7/3 Rob Eamon <[EMAIL PROTECTED]>: > --- In [email protected], Eric Newcomer > <[EMAIL PROTECTED]> wrote: >> >> That's why these are among the things that need to be examined and >> potentially changed to adapt the IT culture for SOA. > > I agree that IT culture must change but the issue isn't isolated to IT. > I think many have pointed out that changing the IT culture alone is > insufficient. This specific topic, which posits that incentives and > compensation work against enterprise collaboaration, is an enterprise > issue to be addressed beyond the IT group. IT organizations generally > reflect, rather than drive, enterprise structures. > > -Rob > >
