With the continuing shift toward boundary-free business, and the attendant shift toward creating and including more digital business, how are the roles, the influence, and the value of the CFO to the enterprise changing? A new Strategic Perspective from Saugatuck Technology examines how the scope of CFO involvement, influence, and value is not only changing, but expanding radically, and relatively quickly, into new areas – typically without adequate management resources. Continue reading
Last month, we revisited and fleshed out the Saugatuck Boundary-free Enterprise™ business model by examining the four critical types of “boundaries” that formerly limited business (and IT) abilities, and which are being erased, realigned, or otherwise shifted: Technological, Functional, Organizational, and Cultural.
As we began saying almost a decade ago, “Cloud changes everything,” and its biggest change is in how, when, where, and why enterprises do business. Because we are increasingly likely to rely on new and different types of technologies and providers to do business, our relationships with IT providers will need to be re-examined and rebuilt. This will only expand and accelerate as more types and sizes of firms add, or migrate to, more types of Digital Business. Continue reading
With Clouds come storms, and big storms tend to blow things around. Back in 2012, we began building our “Boundary-free Enterprise™” business concept to illustrate the concept of how much Cloud and its related technologies will “blow away” many, if not most, of our traditional business and technological boundaries.
A new Strategic Perspective for Saugatuck Technology’s subscription research clients looks at the four types of boundaries most likely to be buffeted by these storms, as follows: Continue reading
What is Happening?
The latest Saugatuck research report indicates that, while rates of Cloud adoption may be slowing in some markets, the volume continues to increase in all markets. But what we’re seeing now, and have seen in recent years, pales when compared to the growth that is about to hit IT markets over the coming 24 months.
What drove the early phases of Cloud interest and adoption was a combination of affordability, ease of implementation, ease of use, and rapid time to business benefits. We could acquire a usage license, get the app or instance up and running, and start using it to enable, execute, or manage business very quickly compared to traditional alternatives.
Over the past few years, these adoption drivers have Continue reading
What is Happening?
The emergence of the Boundary-free Enterprise™ is clearly reshaping what it takes to be a successful Cloud ISV. Not only are today’s Cloud-savvy Enterprise buyers looking for new kinds of solutions that often make innovative use of Mobile, Social and Advanced Analytics, but the pace of disruptive change is demanding that Cloud ISVs rethink and refine many aspects of the core business. Continue reading
A recent market report from IDC got us talking with our provider clients about a scenario concerning the impact that ubiquitous Mobility will have on the typical enterprise, its markets, its providers, and of course the consumers who drive all business.
Not only is Mobility growing faster than most enterprises can manage, its force looks ready to accelerate much more massive business and IT change. It’s one thing to know that a train is coming; it’s another to know when to get on the train, and where it will take you.
Missing, or misperceiving, the accelerating move to ultra-cheap, intelligent, interactive devices in fast-growing markets will cause IT managers, buyers, and user – and providers – to scramble, make more expensive mistakes, lose revenues, and overspend in general. Misperceiving how this one change could fast-track the emergence of industry-changing business and IT archetypes like the Boundary-free Enterprise™ will cause more scrambling, more mistakes, and more lost revenues.
Billions of users with easily-bought, easily-replaced smartphones, tablets, and PCs are an almost obvious future at this point. When that future gets here looks to be sooner than most thought – and are prepared to manage.
Note: Ongoing Saugatuck subscription clients can access this premium research piece (1211MKT) by clicking here, and inputting your ID and password. Non-clients can purchase and download this premium research piece by clicking here.
What is Happening?
The components of the new Master Architecture have accelerated rapidly to a level of business relevance since we first described it last year (1052CLS, Boundary-free Enterprise™: Empowered by the New Master Architecture, 11Apr2012). Cloud, Mobile, Social, Analytics, and Integration (CSMA/I) have all become part of strategies for forward-looking IT organizations. Continue reading
The Boundary-free Enterprise™ (BfE) enables delivery and use of information within business processes on demand, anyplace, anytime – but not without significant challenges to managing information for use in business decisions. Each of these seven important BfE trends (see Figure 1) presents a significant challenge with a requirement for managing information at its core.
Figure 1: Seven Trends and Challenges of Being Boundary-free
Source: Saugatuck Technology Inc.
These 7 key trends set the stage for the urgency building around the need to manage information in a way that addresses the Boundary-free Enterprise.
While the Boundary-free Enterprise™ liberates data resources for more effective and leveraged uses, ensuring its potential value will require meeting several significant challenges of the realigned work organization, and meeting those challenges will be more successful with the use of these five proven best practices:
- Commit to (Cloud) Data Management
- Manage the Organizational Issues
- Partner with a Data Management Provider
- Manage Both Control and Access
- Approach Data Management as Value Creation
These five best practices lay a solid foundation for managing information in the Boundary-freeEnterprise™ .
Note: Ongoing Saugatuck subscription clients can access this premium research piece (1171STR) by clicking here, and inputting your ID and password. Non-clients can purchase and download this premium research piece by clicking here.
Successful business decision-making has always been about having the right information available at the right time. Saugatuck’s model of the emergent, new master architecture for IT and business -The Boundary-free Enterprise™, or BfE– shows how the rapid evolution, adoption, and innovative use of several key technology types changes the way that game can be played, by introducing new options and requires new responsibilities, to deliver information on demand, anyplace anytime.
We’ve just published a Strategic Perspective that examines seven critical trends and challenges in realizing business value from this new “master architecture,” and discusses the related implications for data management. Figure 1 presents each trend with its matching challenge to enterprise business success.
Figure 1: Seven Trends and Challenges in the Boundary-free EnterpriseTM
|BfE Trends||The Challenge to Succeed|
|Knowledge Work as a Team Sport||Moving beyond individual productivity|
|Loosely-Coupled Business Suites Link Up||Moving beyond individual Cloud solutions|
|Taking Workflow Out of the Box||Moving beyond organizational boundaries to communities of interest|
|BYOD and Mobile Information||Moving beyond the galley-slave model and the vast sea of desktops|
|Data Gets Real(Time)||Moving beyond structured transaction data and decision support|
|The Rise of the LOB Cloud||Moving beyond the potted plant in the corner of the room|
|The CIO’s New Clothes||Moving beyond buying and managing assets|
Source: Saugatuck Technology Inc.
Underlying every single challenge is the need for data management. The Boundary-free Enterprise™ liberates data resources to find more effective uses, yet — whether collaboration, integration, ad hoc workflows, mobile information, real time data streams, LOB innovation or IT resource re-allocation – achieving its potential does require meeting significant challenges, and meeting any of those challenges is a non-trivial feat.
Note: Ongoing Saugatuck subscription clients can access this premium research piece (1167STR) by clicking here, and inputting your ID and password. Non-clients can purchase and download this premium research piece by clicking here.
Virtual work is becoming increasingly important as the slowly developing trend toward telecommuting meets the range of evolved technologies that we have described as the Boundary Free Enterprise™. As trends in mobility, social networking, enterprise agility and Cloud IT combine to move business toward the tipping point, where virtual office work reaches widespread acceptance, it is important to consider how the new practices can best be incorporated in the business. Virtual work involve completion of jobs remotely, from home or from remote locations, without immediate physical supervision or a requirement for a central office presence. The prospect provides numerous advantages, but it cuts a wide swathe across existing practices, and needs special attention to issues of implementation, management and control. It has repercussions in technology, management, organization, personnel policies, and career development, to name but a few areas. Haphazard and poorly planned implementation could be disastrous.
While best practices exist for current visions of remote work, this has always been treated as a an exception or an entitlement rather than as a routine part of the business environment. Areas in which it has been used frequently, such as call center operations, have been relatively easy to implement, control and evaluate, operating often on a piecework basis. However, as virtual work involves more complex tasks, it will be important to get both the technology and the processes right, and this will demand significant planning.
One of the complexities of planning for virtual work is that it inherently involves two locations, both of which have separate requirements for resources, technologies, and procedures. The central office must facilitate virtual work on all levels; the home or remote office must integrate with these technologies and procedures, and, and both need to ensure that there is adequate support for performing tasks, communications, collaboration, and career advancement.
The coming age of virtual work will affect everyone. Vendors need to adapt software and hardware to meet new demands; IT departments need to find ways to facilitate virtual work; and corporate management needs to sort out management and human resources issues and their implications. From an IT perspective, virtual work greatly favors the Cloud and Mobility, both of which have contributed to expanding possibilities. Existing mobility and telecommunications programs need to be re-examined in the light of these new developments, and fitted to this important new paradigm and plans need to be made for the numerous effects these developments will have across the enterprise.
Note: Ongoing Saugatuck subscription clients can access this premium research piece (1166STR) by clicking here, and inputting your ID and password. Non-clients can purchase and download this premium research piece by clicking here.