To create an agile, efficient enterprise, it pays to think big. And by big, I mean systematically like an enterprise architect, who creates IT infrastructures that support business strategies.
The job calls for both business knowledge and IT knowledge. And the architect can succeed only if the organization recognizes integration as a strategic capability, rather than as a series of discrete chores to be performed when developers have the time.
CIOs are increasingly recognizing the pivotal role that enterprise architects can play in their organizations.
To learn more about how your organization can take a holistic approach to integration, please read our latest ebook, “The Transformative Enterprise Architect.”
For more than three years I’ve hosted the #CIOChat forum on Twitter and LinkedIn. This forum, which began in 2006 as a side-project at CIO Magazine, is likely now the largest active online discussion group for CIOs.
Discussions can be lively. Lately, CIOs have been venting about challenges related to enterprise architectures and integrations. Here’s what CIOs are talking about:
The takeaway from this discussion? Integration is the fabric for connecting business-critical legacy systems to new cloud-first applications and services. It’s the bridge to the future, but with no blueprints, progress can be challenging at best.
It’s easy to think of these problems just as technical problems. But they’re cultural, too. They reflect a mindset that:
Strategic capabilities, in contrast, require structured processes: incident response systems, a single authoritative repository for documenting system architectures, an audit program, security and compliance guidelines, etc.
Trapped by this mindset, CIOs today are stuck on a treadmill, managing complex, “brittle” technology and time-consuming integration projects.
In our #CIOChat sessions, CIOs report that “just keeping the lights on” can no longer be a full-time job. But many lack the time and resources to take on the innovative, transformational projects they would really like to work on.
What could CIOs achieve with a more modern architecture, a more dynamic IT culture, and the right integration and IT management platforms?
In contrast to the Frankenstein architectures of the past, a modern, enterprise architecture provides:
To move to a modern, enterprise architecture, organizations need to keep the best of the old — a few key applications that still deliver best-in-class capabilities — while taking advantage of new technologies, design approaches, workflows and business models.
To pull all these applications and technologies together, organizations need a comprehensive vision, business savvy and a holistic enterprise architecture.
This wide-ranging work needs a systematic mindset rather than a segment mindset. The job calls for an enterprise architect who understands business strategies and how to create IT infrastructures to support those strategies.
The result of the enterprise architect’s work is not just architectural. It goes further, providing integrated business capabilities that support business strategies, improve customer insights, automate workflows, and, when linked to people and process, deliver competitive advantage.
At Dell Boomi, we’ve worked with enterprise architects from all over the world, helping them plan, design and implement game-changing architectural changes and integrations. We’ve distilled what we’ve learned from these engagements in a new ebook, which we’ve just published.
To learn more about the growing importance of taking a holistic approach to integration, please read our latest ebook, “The Transformative Enterprise Architect.”
About the author: Myles Suer is Dell Boomi’s enterprise marketing manager
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