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Industry: Email Alert RSS FeedImpact of service orientation at the business level
IBM Systems Journal, Dec, 2005 by L. Cherbakov, G. Galambos, R. Harishankar, S. Kalyana, G. Rackham
Table 1 Comparison of a traditional enterprise with a service-oriented
enterprise
Traditional Enterprise
Business Ecosystem
IT role in business (business/IT IT has supporting role ("enabler"
alignment) of business activity). Business
organization has the challenge to
ensure that IT understands and
supports business requirements.
Business value creation Value is created in each phase in
the value chain (e.g., from raw
goods to finished products).
Business value is created mostly
within the enterprise.
Business requirements/fulfillment Business requirements are often
coupling generated and fulfilled by the same
business unit/enterprise.
Business Process
Process flow and composite Process flow is often sequential;
services value creation is cumulative and
based on the value chain.
Composition of services is limited
Process design Static, sequential flow with
decision points in predefined
sequence. Modeling is focused on
decomposition.
Organizational Issues
Organizational structure Hierarchical
Intermediaries Limited applicability
Common interpretation of service Limited applicability
definitions
Service-Oriented Enterprise
Business Ecosystem
IT role in business (business/IT IT plays a strategic role in
alignment) business transformation, including
creation of new sources of business
revenue. IT systems mirror the
attributes of the business they
enable.
Business value creation Real-time information moves across
the value net among cooperating
businesses, facilitating dynamic
relationships among partners. The
business value is created through
services provided by participants.
Business requirements/fulfillment Logical separation of business need
coupling (service consumption) from
fulfillment (service provision).
The same business need can be
fulfilled by multiple providers.
Business Process
Process flow and composite Process flow is net-like, through
services composition and enhancement (and
often parallel execution) of exis-
ting services provided by partici-
pants in the business ecosystem.
Process design Dynamic, based on execution results
of subprocesses. Nearly real-time
dynamic orchestration.
Organizational Issues
Organizational structure Horizontal, network-like structure
based on service consumer-service
provider relationship
Intermediaries Service intermediaries are needed
to accelerate negotiations and
facilitate switching providers
Common interpretation of service Essential in the service-oriented
definitions environment
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