key insights
- Businesses have access to a wealth of information in their
business but many fall short in accessing and using it in a
meaningful way.
- Many organisations are encumbered by disparate legacy systems,
from different technology platforms, applications, interfaces and
formats.
- This is particularly apparent in public sector organisations
and financial services, where a piecemeal approach to
infrastructure development has resulted in systems that cannot
communicate with each other or be exploited in collaborative and
automated processes.
- In turbulent economic climate, companies are coming to the
realisation that integrated systems are the key to creating
competitive advantage through flexibility, agility, adaptability
and access to real-time information for effective decision
making.
Integration on different fronts
Today's organisations are sitting on a network of information
goldmines, each originating from disparate application and IT
systems, operating detached business processes which are difficult
and expensive to change. As a result, customers often have to deal
with multiple points of contact, receive conflicting information
and do not benefit from combined customer value status. IDC's ANZ
Forecast for Management Survey 2009 found that managers' top two IT
priorities for 2009 are reducing costs and meeting end users
expectations, both inhibited by organisations' discrete and siloed
IT environments. Time is further becoming a critical success factor
as rapidly changing business environments require immediate action
in order to keep abreast of market dynamics and ahead of
competition. SOA and Data Warehousing have emerged as salvation by
enabling integration on both, the application and information
level. The growing importance of SOA and integration technologies
is also reflected in the same survey; in 2008 only 0.6% of
companies picked SOA as an IT priority compared to 3.3% in 2009
while data warehousing increased in importance from 8.5% to 9.9% of
respondents.
Elevating from the market average
In the 2007 study "Taming Information Chaos" IDC quantified the
gap between market leaders and average organisations in the use of
technology to support automated information processing and fact
based decision making (see Figure 1). Some of the findings of the
above study include that 75% of the 1,072 respondents from 22
countries cited information overload, and many claim that up to
half of all information available to them is useless for their
decision making. Furthermore respondents claim that 37% of all
business decisions remain primarily 'gut' or instinctive. These
findings raise concerns about the business practices in many
organisations and the urgent need for these companies to bring
their information environments into order.
Figure 1.

Source: Taming Information Chaos: A State of the Art Report on
the Use of Business Intelligence for Decision Making, 2007
Creating Flexibility with a Unified Structure
It may seem a paradoxical concept that to achieve flexibility a
structured protocol is necessary. As IT and business priorities
converge, SOA is seen as a valuable tool which enables a business
to roll out services more rapidly, respond timely to business
changes and as an IT optimisation tool. This is extremely valuable
in today's turbulent economic environment where the ability to
respond to market changes separates survivors from victims of this
recession. SOA provides greater integration of information and
processes leading to faster and improved services. Despite this
process being about streamlining processes, freeing up information
and providing insight, flexibility without governance and structure
is a recipe for disaster. Ultimately a decision maker must take
control of the project and a change manager appointed to oversee
the implementation of new processes with all business
stakeholders.
Conclusion
In a world where accurate timely knowledge is essential for
creating and maintaining competitive advantage, CxOs must have a
single version of the truth in order to make appropriate strategic
decisions. CFOs in particular are impacted due to an ever
increasing catalogue of compliance needs. The key is in the ability
for CIO's and CxO's to work closely together to develop integrated,
optimised systems that enable organisations to create a holistic
viewpoint of the business and its environment. Going forward, IDC
predicts continuous change in companies' practices from transaction
and process centric to information centric approaches. Integration
of business intelligence tools in business process management is
one example for this ongoing trend. Intelligent process automation
- a concept introduced by IDC in 2003 - brings together business
analytics and business process technologies to enable automation of
repeatable, operational decisions. Modern process applications are
increasingly information rich. In essence, over the next few years,
users will increasingly have all the information they need to make
real-time, risk-managed decisions directly from within their
applications.
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