Time is money, and complex engineered products are both time consuming and expensive. Combined with often slim margins on huge capital expenditure, programme slippage presents a material risk to organisational health and competitiveness.
Enterprise integration done right is a powerful capability builder, acceleration and efficiency lever.
Fuzzily defined silver bullets like ‘digital transformation’ are often impractical to implement for organisations whose processes and supporting systems have evolved over 30 years or more. New challengers have the freedom of a blank canvass that is nonetheless dauntingly sparse.
Defining business processes which align with stakeholder requirements, managing workflows with effective ‘right view reporting’, provides levers that provide significant cumulative influence on programme capability, speed and efficiency. For incumbents this can provide a step-change in programme performance without disruptive enterprise architecture changes. For challengers, this can determine whether strong IP is successfully commercialised or not.
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“Defining business processes, managing workflows, and swift and effective issue resolution are levers providing significant cumulative influence on programme efficiency and speed. For incumbents this can provide a step change without disruptive architecture changes, and for challengers can determine whether strong IP is successfully commercialised or not.”
Adam Tonks, Enterprise Integration Chamption
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