- From: Carol McDonald <carol.mcdonald@sun.com>
- Date: Tue, 26 Aug 2003 09:49:58 -0400
- To: public-ws-chor@w3.org
- Message-ID: <3F4B6586.4010305@sun.com>
Rumors Of IT’s Demise Are Highly Exaggerated August 25, 2003 By Howard Smith and Peter Fingar Fifty years ago last year, the first commercial computer, the Univac II, marked the beginnings of what we now call IT or information technology. Fifty years on, clever journalists are holding a wake, chanting that IT doesn’t matter and painting a picture of the IT industry as America’s next Rust Belt. But there’s something wrong with the press stories about the demise of IT as a source of competitive advantage, something dreadfully wrong that goes all the way back to the beginning, to the advent of business computing . For the past fifty years computers have been "data machines," providing systems-of-record that record the after-the-fact results of business activity. The methods, techniques and overall mindset of IT today are all about data—the capture, storage and retrieval of data by packages of software called applications. This is epitomized by the IT doesn’t matter poster child, Nicholas Carr who wrote in the Harvard Business Review that the core functions of IT are “data storage, data processing, and data transport.” Early business technologists realized that their data processing systems must split data from processes because data can be structured in such a way that it is stable, reliable and predictable—key attributes in building accurate cost accounting systems which are after-the-fact systems-of-record. However, only the most basic, back-office business processes are incorporated into today's IT systems. They represent support activities. What about the primary activities, those business processes that are needed to interact with suppliers, trading partners and customers? These business processes, the dynamic, expanding, contracting, changing activities of the business are not as stable or predictable — in fact, they are extremely messy. Because they are so dynamic and such an overwhelming challenge to computerize, business processes have been second-class citizens in the world of IT, limiting those that have been automated. By contrast, and for exactly the same messy reasons, business processes of all shapes and sizes are the focus of management attention today—management wants to overcome the great “business-IT divide,” gain control over business processes and, in turn, gain new sources of strategic advantage. Misinformed companies, as well as misinformed journalists, are stuck in this data-centric world of IT where there's an ever-growing disconnect between the business and the technology it deploys. The reality is that the future of business automation and its relationship to strategic advantage is about the challenge of making the business process, not data, not the application, the context of IT. In short, "data processing" must give way to "business process processing,” and despite some journalists missing the events of the past five-to-seven years, it has! The transition from what Donald Rumsfield might call “Old IT” and the process-centric “New IT” will be staggering when it comes to waging battles for strategic advantage for the next fifty years. While the vision of process management is not new, the existing theories and systems of Old IT have not been able to cope with the reality of business processes—until now. By placing business processes on center stage, corporations can gain the capabilities they need to innovate, reenergize performance and deliver the value today’s markets demand. This shift in the tectonic plates underlying the business-IT equation represents a breakthrough that obliterates the business-IT divide, utterly transforming today’s information systems and reducing the lag between management intent and execution. Business process management systems are the next strategic IT platform, replacing the data-centric world of Old IT. This shift goes all the way down to the theoretical underpinnings of IT, the mathematics. Relational algebra underpins database management systems and lambda calculus does the same for computer programming. Neither provides the required foundation for dealing with the messy dynamics of business processes. A new math and a new computer science were needed and have indeed been adopted by pioneers in the IT industry. The math is pi-calculus and it underpins the computer science of distributed mobile processes. Both of these developments are not new. They are based on decades of work by people such as Cambridge professor Robin Milner, winner of the ACM Turing Award, the Nobel Prize equivalent for computer science. Over the past five-to-seven years, this established body of computer science has been repurposed from scientific uses to commercial business uses and serves as the basis of new information systems capable of handling the dynamics of business processes. Business process management systems can, for the first time in the history of business automation, let companies deal directly with manual or automated business processes: their discovery, design, deployment, change and optimization. That is also why we are only at the beginning of any sort of IT buildout. We know how to do record-keeping with computers, but are only beginning to learn to master business processes, the entity that spans applications, systems, departments and companies; and the entity that will ultimately replace the data-centric IT we know today. Companies know how to do a lot of things that can be understood as processes, such as finding new customers, developing new products and opening new plants. On the other hand, converting general process descriptions into digitized business processes is difficult for many companies because it is not something in which they have a lot of experience. Improving processes to better serve current customers; using strong processes to enter new markets; expanding processes to provide additional services; taking a process in which you excel and providing it as a service to other companies; adapting processes in which you excel to the creation and delivery of other goods or services; creating new processes to deliver new goods or services — these are activities in which no one has much practical experience. Why? Their cost and complexity were prohibitive during the first fifty years of IT. This is why mastering the new breakthrough BPM methods and systems changes the calculus for gaining strategic advantage, and those who succeed can look forward to competing during the next fifty years of business and IT. If you are a businessperson who understands the business process digitization revolution currently underway, you will no doubt hope that the IT doesn’t matter viewpoint becomes wildly popular among technology-challenged business leaders. Following that advice your competitors will, like lemmings, follow the piper and leap off the cliff. They will focus their energies on stopping those pesky PC upgrades, as a means of spending less; following, not leading; and otherwise putting IT spending in the deep freeze, wrongly thinking they can save their way to market dominance. You will of course know otherwise and invest appropriately and aggressively in technology-enabled business process management. For, as research firm Gartner concludes, “Business process management wins the ‘triple crown’ of saving money, saving time and adding value. It also spans the business and technological gap to create synergy, with proven results.” Business leaders must be very careful before buying into the IT doesn’t matter mindset, however appealing the arguments may be during the current economic downturn and IT spending backlash. We have crossed the threshold to pursuing fresh new IT opportunities described in GE’s 2002 Key Growth Initiatives: “Digitization represents the greatest growth opportunity our company has ever seen.” On today’s battleground for economic growth, sustainability and innovation, companies like GE are arming themselves with IT-enabled business processes that can be manipulated on a scale previously unimaginable. As the Great One, hockey superstar Wayne Gretzky once said, “I don’t skate to where the puck is. I skate to where the puck is going to be.” If you are a forward-thinking business leader, you are no doubt beyond dwelling on the strategic efficacy of the past fifty years of IT, and focusing on where the IT puck is going to be. About the Authors Howard Smith is Chief Technology Officer (Europe) of Computer Sciences Corporation (CSC) and co-chair of the Business Process Management Initiative (BPMI.org). With more than 24 years in the IT industry, he is a sought-after speaker and advisor. His work in predicting and shaping technology at the intersection with business led him to take an active role in the development and application of the third wave. He is currently researching the application of business process management to corporate sustainability, innovation and growth, for which he has global research and development responsibility at CSC. Peter Fingar is an Executive Partner with the digital strategy firm, the Greystone Group. He delivers keynotes worldwide and is author of the best-selling books, The Death of "e" and the Birth of the Real New Economy and Enterprise E-Commerce (www.mkpress.com <http://www.mkpress.com>). Over his 30-year career he has taught graduate and undergraduate computing studies and held management, technical and consulting positions with GTE Data Services, Saudi Aramco, the Technical Resource Connection division of Perot Systems and IBM Global Services, as well as serving as CIO for the University of Tampa. This column is dedicated to those at work every day building the company of the future, the process-managed enterprise. We look forward to your feedback, questions, suggestions and comments that will shape this discussion of the Third Wave. Like the third wave of BPM itself, this column will be built not just to last, but also to adapt to your needs and interests. Write to us at authors@bpm3.com <mailto:authors@bpm3.com>. Smith and Fingar are co-authors of IT Doesn’t Matter—Business Processes Do, August 2003 <http://www.amazon.com/exec/obidos/ISBN=0929652355/pfingarA/>
Received on Tuesday, 26 August 2003 09:46:44 UTC