Anne wrote: <<The more successful SOA initiatives are those that begin with a reorganization of IT -- moving away from business organization alignment. The IT group either creates a general pool or it aligns to business capabilities (billing, procurement, fulfillment, etc).>>
We need to define "SOA initiative". When I talk about alignment that SO provides, I do not mean alignment IT with business organisation unless it is service-oriented organisation. To make a business organisation service-oriented, there are two organisational elements must be implemented simultaneously: functional streams of business activities (vertical) [Anne's "business capabilities"] and cross-functional streams (horizontal)responsible for composing functional capabilities into business products. IT can and should align with both vertical and horizontal streams. In addition to the spreading over the vertical-horizontal structure, IT should have a shared capabilities service both vertical and horizontal streams. This is the model, which I think better implements service orientation concept in Business. I know several large financial institutions where "they only model that might fit is if the CEO established a new unit that manages cross-enterprise operations" is not a new operation but rather a fundamental decades-aged cross-functional structure. - Michael ________________________________ From: Anne Thomas Manes <[email protected]> To: [email protected] Sent: Thursday, June 4, 2009 1:56:18 PM Subject: Re: [service-orientated-architecture] Re: Anne again on SOA's Mortality Most large organizations are NOT especially service oriented internally. Each business unit operates like a little fiefdom. They all do things their own way. That use their own special processes, and they implement redundant, incompatible systems to support their unique, special processes. It's this "I'm special" way of thinking that has led to the application silos of today. >From an organizational perspective, most IT groups emulate (i.e., are aligned with) these business units. Alignment (from an organizational perspective) is not what IT needs. The more successful SOA initiatives are those that begin with a reorganization of IT -- moving away from business organization alignment. The IT group either creates a general pool or it aligns to business capabilities (billing, procurement, fulfillment, etc). I just can't see a SOA initiative being run by "the business" (i.e., business people). If it is run by a particular business unit, then it would focus only on the needs of that business unit -- and they would perpetuate the application silos that exist today. They only model that might fit is if the CEO established a new unit that manages cross-enterprise operations -- the equivalent of an EA group on the business side. Anne On Wed, Jun 3, 2009 at 11:56 PM, htshozawa <htshoz...@gmail. com> wrote: > > > External and internal are relative terms. It depends on a company, but many > large companies having several departments have well defined interfaces > between departments (in appearances anyways. :-)) Well, we could say > internal to the department, to section, to group, to team, to a person? :-) > > One of the goals of SOA is to better align business and IT. If we are > talking about just applying SO on a business side, what is the goal? What is > the difference between it with BPR? > > H.Ozawa > > --- In service-orientated- architecture@ yahoogroups. com, Nick Gall > <nick.g...@. ..> wrote: >> >> While SO may not be a new concept for some businesses EXTERNAL >> relationships, it is a NEW concept for internal relationships. For >> example, >> even though most banks have seen themselves for many years as >> financial *services >> *companies on the outside, they have failed to apply SO on the inside. >> >> So it IS a new concept for how to organize the INTERNAL capabilities of >> the >> enterprise for MOST businesses. >> >> -- Nick >> > >
