| Simon, agreed. In a retrench economy, re-spend strategies outweigh cost cutting. The largest variable cost is people. Extended IT allows the BUs to launch many small of effective initiatives to reduce/enhance processes without clobbering a constrained IT. See my earlier comments Excellent discussion thread. To some extent it feels like the hammer looking for the nail. We have a menu of CC services, how do they fit? From my non IT perspective it all starts with enterprise and their need to better serve their customers. Most of us agree that future winners are those who are more agile and more virtual with their customers and suppliers. Being able understand the right processes, adopt them and eliminate those that don't add value is a key enabling focus. This then describes what folks/systems needed to do. Then comes the how. The way I see it, IT orgs are not funded nor equipped to create this transformation, but they can manage it. For example, what if IT enabled the BUs to build many of their own web apps with IT's approval, processes, and control? This would relieve tention between IT and the BUs, increase innovation, and adaptability. There are platforms available to allow knowledge workers to create web apps without being a developer. By collaborating among enterprises, these kinds of applications can shared, traded, sold among the participating community producing a "long tail" network effect. These kinds of apps are natural fits for CC. (nails to hammer). This seems to be a natural beachhead that ties CC into the IT architecture. Once established, then others means of optimizing resources can evolve. What do you think? Could this "Extended IT" approach be the killer app of CC? Any interest in define an Extended IT collaborative project? Michael Grove 650-346-8059(M) michael.grove@collabworks.com www.collabworks.com --- On Thu, 12/18/08, Simon Plant <si.plant@gmail.com> wrote: From: Simon Plant <si.plant@gmail.com> |
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