Nope, Rob, a "silver bullet" has never saved anybody... because "the next <bullet> comes along". I do not deserve an honor in this - I did not create a theory of Business and its service orientation. A "normal paradox" of this situation is almost Biblical - IT had to grow from a servant into partner/service to tell the story to Business about Business itself :-)
Long Live SO! - Michael ________________________________ From: Rob Eamon <[email protected]> To: [email protected] Sent: Friday, January 9, 2009 9:55:44 PM Subject: [service-orientated-architecture] Re: IBM's Carter on Selling SOA to the CEO Sure, sure. SO is the only path to salvation. Until the next thing comes along. In other forums I've been asking, "who's been positioning SOA as a panacea or a silver bullet?" Has it been you? :-) -Rob --- In service-orientated- architecture@ yahoogroups. com, Michael Poulin <m3pou...@.. .> wrote: > > The new King - Service Orientation - would not agree with > this: "The items that will contribute to success are those in this > list. Not SO, in and of itself" > > Why SO is always right (like a customer)? Because SO is the core of > the Business (which, BTW, is the customer of IT). I think, this is > what Steve Jones means when saying that SOA is the business thing. > Another story with the second part of that expression - 'not all > customers are always right to you'. This may be read as not every > IT is up to the business needs. > > Things like "Focusing on business goals, values and benefits. > Collaborating and building consensus. Track and measure" will be > always successful if done in service-oriented manner. > > With regard to "Many prior efforts at transforming a company fail > but not because of the architectural approach nor the technology. I > conjecture that the root cause of those failures is often these > listed items" - to transform company, there should be a reason at > the level of risk of the company existence. In prosper time, such > reasons do not appear (acquisition is not always a disaster or > destruction for the acquired company; example: Cambridge Partners > was bought by Novell but who is managing Novell now? - Cambridge > Partners people). Another situation exist during the crisis - > disability to transform and do it quickly comes with the high > probability of crash. > > My theory is that Service Orientation at the enterprise level is > the survival receipt to the companies during the crisis. Why? I > will write about it in my blog. > > - Michael
