Forrester Research最近的一份報告說，企業最熱門的IT工作集中在企業級管理和供應商的監督。Forrester公司副總裁和至主任分析師Marc Cecere認為，SaaS的出現至少在未來五年之內，不會成為IT組織設計的重要因素。
Cecere要求九名同事選取在他們個別領域內最熱門的工作，該報告根據五個維度排行了十六個角色，這五個維度分別包括有：該角色所需的業務和技術專門知識、風險程度和對企業的影響、角色是否可能被外包所取代、該角色是否與當今技術，以及供應商和業界的發展方向一致。
Cecere認為，針對CIO們談論到IT的組織設計，從未有比SaaS的移植外，更需要考慮更多因素的。雖然趨勢可能被實際的現況所影響，諸如對供應商的依賴度的增加，或側重針對某個被流程影響的角色。
根據報告，最熱門的角色是以政策及安全為導向的職位：分別是資訊和資料架構師、以及資訊安全專家。
商業分析員、商業架構師、企業架構師、以及供應商管理專家，這些角色側重於資訊管理、流程管理、和供應商的監督。接著是延伸傳統角色的領域：企業應用系統策略專家、IT規劃師、網路架構師、以及企業專案經理。
最後，在技術方面的工作，具體的需求包括，針對客戶特殊企畫產生互動的客戶經理、桌面虛擬化專家、電信技術專家、服務經理、業務流程分析、以及儲存設備專家。
首先，在中山資管所「企業資訊服務品質與滿意度之研究-以YU鋼鐵公司為例」碩士論文p.6-7介紹了Weill and Broadbent(1999)提出四種企業對資訊科技基礎建設的價值觀點：
毫不重視(None)
事務性(Utility)
策略相關(Dependent)
策略促成(Enabling)
在華梵資管所「不同策略調準模式概念下，企業IT 部門績效比較研究」碩士論文p.17,18介紹了Das, Zahra & Warkentin(1991)提出了一個連結環境變數、競爭策略、MIS 策略規劃、財務績效等構面之整合性架構，也提出了下列的命題：
1. MIS 策略規劃之內容與程序，是企業競爭優勢的來源，並且有助於組織績效的提升。
2. 企業競爭策略與MIS 策略規劃之契合度，與組織的財務績效呈現正相關。
3. MIS策略規劃的策略內容與策略程序之間的契合度，與組織財務績效呈現正向關係。
在中正資管所「探討醫院品質指標資訊系統導入之研究」碩士論文p.19介紹了管理大師Porter(1980)提出策略的規劃制定流程三階段：
1.了解企業目前的資訊化的狀況，亦即找出企業目前的資訊化策略與目標。
2.了解外在環境的變化，亦即找出產業成功與失敗的重要因素、企業本身競爭能力與限制、政府社會環境的轉變、以及企業在競爭中的強勢與弱勢。
3.比較目前策略與環境適合度，訂定可供選擇的行動方案，以選擇適當的執行方案。
在「管理資訊系統-管理數位化公司2.0」第二章第一節p.2-2介紹了Kluyver(2000)提出數位化公司的資訊策略規劃流程，認為企業必須先瞭解數位化中所擁有的籌碼，以及所處的環境位置。利用SWOT分析模式，徹底檢視企業目前數位化的狀況，對於所有會影響發展之因素詳盡分析。再根據企業未來的發展方向，以及目前的競爭定位，配合未來環境和競爭趨勢，擬定資訊策略發展，進而完成達成策略的企業電子執行方案。這個模式正好呼應了Porter的三階段，也等於是一個撰寫資訊策略規畫書的大綱，讓我們有所依循(最好同學們能分組來做個練習)。不過，這個模式畢竟只有骨架沒有細節，所以可能應該參考下列文獻把重點強調出來。
在華梵資管所「不同策略調準模式概念下，企業IT 部門績效比較研究」碩士論文p.15介紹了Henderson與Venkatraman(1993)指出IT不止可以協助企業策略的選擇，甚至可以形成新的企業策略；並進一步指出IT 策略範圍應包括：
1. IT的範疇：即組織可以應用的資訊系統之型態、範圍及處理能力等。
2. 系統競爭力：指IT 可以協助支援組織企業策略的競爭力特性。
3. IT管理：指選擇一管理機制以取得企業所需的IT 能力與服務。
在華梵資管所「不同策略調準模式概念下，企業IT 部門績效比較研究」碩士論文p.14介紹了Colleen Shupe 與Rebert Behling(2006)指出發展資訊策略需依照下列程序進行：
1. 高階階層強力的參與
2. 結構化的決策程序
3. 一個能促使整個組織溝通的有效模型
在華梵資管所「不同策略調準模式概念下，企業IT 部門績效比較研究」碩士論文p.16,17介紹了微軟公司針對企業架構的概念指出(Sousa 2005)四個基本「企業架構」的構成要素：
1. 業務架構(Business Architecture)
2. 資訊架構(Information Architecture
3. 應用系統架構(Application Architecture)
4. 科技架構(Technical Architecture)
在中正資管所「探討醫院品質指標資訊系統導入之研究」碩士論文p.19,21,22介紹了策略規劃是組織為了競爭優勢，存活於環境之中，一些整體性、長期性，指導內部運作大方向之方針擬定，而在資訊方面則稱之為資訊系統策略性規劃(Strategic Information System Planning,SISP)。資訊系統策略規劃具備了下述的優點(Lederer & Mendelow, 1986；Raghunathan,1991)：
1. 在因應外在環境的變動方面
2. 在支援企業的經營方面
3. 在提供整體的資訊架構方面
4. 在提高資訊資源的有效利用方面
然而，IT策略的發展為一個漸進而持續的過程，而且具高度的個別獨特性，因為組織特性與IT特性的不同，會發展出不同的策略(謝清佳與吳琮璠，2000)。所以資訊策略還需要定期做調校，而方法如何呢？
在華梵資管所「不同策略調準模式概念下，企業IT 部門績效比較研究」碩士論文p.20-23介紹了Henderson 與 Venkatraman(1993)對結合IT 的組織轉型所提出的策略性調準模式(strategic alignment model)即涵蓋策略、IT、組織結構三構面並強調構面間的契合，同時也提示有效轉型的實施程序。
在中央資管所「全球化企業資訊策略與資訊科技商業價值探討」碩士論文p.7介紹了Henderson進一步提出的四種策略調校的情境。當企業策略是驅動企業變革的動力時產生兩種情境關係(如圖A 及B情境)。另一方面當資訊科技策略成為推動者時，則產生另外兩種情境關係(如圖C及D)。在許多企業中，資訊科技內、外領域的不適配往往是無法取得資訊科技投資效應的主要原因。策略定位模式有助於企業思考本身在企業策略與資訊科技策略上的調校，另外組織也可透過調校機制來建立有效轉型的能力，累積組織的競爭能力。
在「管理資訊系統-管理數位化公司2.0」第二章第一節p.2-5也介紹了資訊策略與企業策略的連結與校準模型，提供企業規劃資訊系統與組織轉型的參考，分別從企業策略、資訊策略、組織結構、資訊系統結構四者之間的互動與關聯，再加上企業活動與資訊活動間的關係，加以校準兩兩之間的落差。
在靜宜企管所「以「資訊效能的新分析工具」探討動態歷程下的「資訊策略」之訂定」碩士論文p.2,3,7提出企業經理人與資訊經理人之間的「共同理解的橋樑」是甚麼呢？應該有可依循的「分析工具」！於是在p.53-59提出他們的分析工具：「資訊策略效能曲線」、「資訊效能矩陣」的模型建構。
IT策略計畫的目的在於改善營運與I T間的關係。CIO可用它來與營運流程溝通交流，告訴營運單位，他瞭解公司的需求以及所設定的期望 link »
許多企業根本沒有策略計畫。或者有了，但經常是打高空或者抽象模糊的。 link »
對於處於無策略組織的CIO而言，這是他們不擬定策略計劃的藉口嗎？大錯特錯！「對於CIO來說，他們將不能擬出一個IT策略，歸咎於是因為企業沒有一個基礎的營運策略，這完全是一種拖辭。」 link »
策略計畫是CIO用來表明IT價值的工具。如果有人對IT的工作提出質疑，它就能成為IT人員的有力武器。所以，CIO得為此項工作抽出一些時間。 link »
IT可以協助營運系統進行整合，以發揮其整體性的功能。如此一來，CIO則可以從原來聽命行事的囉嘍，變成具有足以影響公司所有策略的關鍵角色 link »
Lin曾在Advent Software、Documentum和EMC等公司擔任過IT領導者角色，他認為，IT策略規劃流程應與現有的營運策略規劃流程結合起來，這樣才會得到營運部門人員的認同。
要不如此，I T部門就會遭殃。Lin表示，如果IT部門所制定的策略是單向的，那麼IT人員雖然往專案上投入了很大精力，營運部門卻不需要或者不重視這些專案。結果會嚴重挫傷了IT人員的鬥志。
獨行的危險
要是營運部門沒有一同參與，即便是非常完備的IT策略規劃，也會遭逢失敗的下場。 link »Lin 在Dubby實驗室設立了IT/營運聯繫人的職位，負責聽取策略方面的意見。Lin表示：「不是單單聽取高層主管的意見。而是要聽取公司上下的意見; link »
Dubby實驗室對於營運策略計畫的制訂方式，採取了分為多個階段的「漏斗式」方案。公司1,000多名員工把所有好點子獻上來後，高級管理層通過治理流程，對這些眾多點子進行審閱，確定當年應該實施的幾個項目，以方便管理的進行。 link »
營運部門就不再是被動地接受IT策略規劃。要是營運部門沒有協同參與，即便是非常完備的IT規劃也會遭到失敗的下場。 link »
每年10月，Hites都在新墨西哥州立大學舉行年度IT策略計畫大會，與大約100名IT領導人和學校領導人進行交流。去年秋季，他們花大量時間探討 Facebook和MySpace對學校有何作用，要不要把課程與這類社交網站集成起來。 link »
暗黑大法：IT策略計畫避免犯錯的8件事
link »1、 避免長篇大論
link »2、不要寫用不到的計畫
link »3、切莫開長期支票
link »4、細節是魔鬼
link »5、最忌一成不變 link »
6、用辭太過專業，沒人看得懂
link »7、不要想用一招半式就走遍天下
link »8、還沒學會走之前，用不著急著跑
link »拆解IT策略計畫架構 link »
‧ 規劃時間 link »
‧時間範圍 link »
‧撰寫形式 link »
‧長度 link »
‧執行摘要 link »
‧領域範圍 link »
‧營運背景 link »
‧IT原則 link »
‧方針 link »
‧檢視 link »
三商美邦人壽的資訊部門，想要從策略的執行者，變成策略諮詢顧問，讓IT在企業擬定策略的過程中就參與，並且提出相關的營運策略，IT不僅是策略形成的一份子，也是策略諮詢的角色。
link »首先，在第1個階段，就是業務急速成長階段，這個階段最重要的是自動化作業，透過資訊系統充分支援業務發展的需求，IT在這個階段創造了許多價值。接著，第2階段是要能支援策略性的發展，如果公司的策略重心在於新推出業務，IT能否快速因應，進而建置一個符合策略發展的整體解決方案，就是這個階段最重要的事，也是IT能否協助企業在同業競爭中脫穎而出的關鍵。
link »三商美邦人壽在10多年前，決定重新開發核心系統，就是為了因應長遠的發展需求，謝明進表示，對於保險業者來說，最核心的系統就是保單作業管理系統，當初，三商美邦人壽雖然也有相對應的系統，不過，由於業務快速成長， 營運高層毅然而然決定汰換既有系統，然後費時2年半自己開發，上線之後一直沿用至今，對於近幾年來，在營運上所面臨的挑戰，例如：投資型商品的推陳出新以及新的法令規範，三商美邦人壽的系統都能因應。 link »
謝明進說：「自行開發應用系統，是三商美邦人壽很重要的資訊策略之一。」以核心系統來說，自行開發的好處，一方面是系統彈性會比較大，另一方面也會比較容易配合公司的策略性發展，以及應用系統開發的步調。當然，更重要的就是可以自己訓練系統開發人才，建立長期的發展優勢。 link »
相較於過去採取逐年擬定資訊策略的做法，目前，三商美邦人壽的資訊策略，不僅依據企業整體的策略目標，擬定1到3年的整體規畫，相關的資訊投資也更加明確，進而有一個長期的規畫，比較容易發揮整體效益。以往，資訊部門雖然也可以根據長年累積的經驗，掌握到發展過程中對於IT的需求，但就是沒有一個標準的作業程序或規範。 link »
每年，三商美邦人壽都會擬定未來3年的中長期資訊策略，然後，每一年再去跟營運單位談更具體的事業計畫，進而擬定成資訊部門的執行方案，藉由這個過程，資訊部門可以根據營運單位的短中長期發展規畫，調整短中長期的資訊策略。 link »
英特爾IT績效報告對劉振杰而言，就是一本世界級IT管理工具書。
不僅提供國際大廠的實務管理指標和數據，還提供了實踐IT管理理論的經驗。例如英特爾重視IT治理，強調制度建立與IT的價值管理。當然，他也了解無法全數套用英特爾作法，「可以變通地先運用那些觀念，來建立IT的價值。」 link »IT支出的本質是投資而不是費用，既是投資就一定要講求效益和價值，良好的服務績效才有可能創造預期或超乎預期的效益 link »
把IT部門當作是軟體公司，「每年應該要有營業額。我想做到，能夠計算出IT部門對公司的貢獻值有多少，每年設定目標，未來還可以依據貢獻度來安排資源投入的優先順序。」 link »
劉振杰開始在敬鵬推動價值管理，他要求業務單位使用者，提出需求時，必須說明這項功能的成效。今年，他更進一步要求使用者列出每個需求的量化成效數據，例如這項功能改善後，可以節省多少成本，可以減少多少工時等。
最後，劉振杰再向財務處調出敬鵬每個單位工時的平均成本，將各部門提出的上千個需求，轉換成實際的財務價值。換句話說，只要今年資訊部門完成這些需求的功能，就等同創造出這些對等財務價值的金額。 link »IT人員要為自己所建構平臺的服務績效負責……未來我們的IT管理將會著重在價值管理。不斷自問，一項IT投資所創造的服務平臺，究竟為企業產生哪些價值 link »
www.ithome.com.tw/
為了降低開發負擔，劉振杰與資服業者合作開發，但是，他要求資服業者提供技術轉移，讓敬鵬的資訊人員能夠擁有ERP系統的開發能力。劉振杰說：「技術掌握在自己手裡，若使用者提出新需求時，資訊部就能自行開發，不需要負擔高額的委外成本。」現在敬鵬業務單位的使用者，每年會提出1～2千個功能需求，開發團隊都能自行開發 link »
採取「分段治事」的建置策略，一方面繼續使用舊的進銷存系統，一方面分階段開發出ERP系統的功能，逐步將業務銜接過來，兼顧營運持續的需求和系統功能規模的發展程度。 link »
「分段治事」策略，源自香港長江實業主席李嘉誠的經商哲學：「好謀而成、分段治事、不疾而速、無為而治。」 link »
劉振杰解釋：「用7年開發ERP是必須的，有些目標必須發展到一定的階段才會成熟，所以必須分階段實施。當事情有好的規畫，就能夠進行得很順利，不會急就章（不疾而速）。而無為而治就是建立好的制度、好的系統來管理，這是未來想達到的目標。」 link »
敬鵬還未導入ERP、CIM等資訊系統以前，每年營業額約50億元，導入系統後，去年敬鵬的營業額達到118億元，成長率超過100%，劉振杰說：「但是，敬鵬並沒有增加很多行政人員，反而資訊人員從10個人，增加到現在的32個人，讓系統能夠支援公司現在的營運規模，這就是很大的效益。」
link »IT的貢 獻是什麼？不能空泛的只談IT系統很好用、可以增加多少庫存周轉率等，這樣還不夠！」他認為，從業務績效來衡量IT投資的效益，中間缺乏明確的對應關係，「產出的效益很抽象，但是投入的成本很明確，這中間落差很大。使用者認為貢獻很大，到底多大，沒辦法量化就不曉得。」 link »
對麥當勞來說，IT是營運創新的動力 link »
早在台灣之前，馬來西亞、印度等地已經都有外送服務，但在參觀當地實行情況後，黃俊凱感覺仍有需要改進的地方，此外，台灣早有許多行業提供外送，但顧客卻常常遭遇在電話中等候太久、轉接太多、或送餐出錯的困擾；因此籌劃在台灣推出歡樂送時，他便向總部提議共同改良MDS系統，並且為了突顯麥當勞外送服務的優勢，MDS一開始即主張，系統設計的最基本原則是要讓顧客來電消費的感覺如同親臨櫃台。 現在透過MDS，顧客打到客服中心時，系統會自動辯識顧客所在地，並尋找距離最近且可以提供外送的店家，點餐完成後，訂單就直接傳送到廚房顯示系統（KVS）和櫃台POS系統；整個流程省卻人工輸入，不但可以加快餐點處理的速度，也可以降低人為錯誤 link »
相較於其他行業，競爭激烈的服務業往往更加仰賴IT來改善經營模式，但究竟是什麼讓麥當勞有源源不絕的創新？「創新的動力源自於顧客的需求，」黃俊凱說。資訊技術可以提升用餐經驗，但最清楚顧客的莫過於跑在前線的各店經理，因此資訊部門必須定期和他們開會，了解店內的情況，思考IT能做些什麼。 link »
創新的當下要想得更遠，除了考慮新技術外，也不能忘了既有的包袱，而且平台設計上，IT人要比業務人更敏銳，才能打造出深層的服務 link »
很多IT人容易把自己鎖定在一個專長，做資料庫的只管資料庫、做BI的只管BI，對於ROI（投資報酬率）、KPI（關鍵基效指標）、或事情為什麼要這樣做通通一無所知 link »
為避免這 種情況，台灣麥當勞8名IT人員都要將自己的專長向外延伸，前端要兼顧中繼和後端，後端也要參與其他兩個地方的工作。 link »
要資料庫管理員去做POS，一方面要花 link »
時間鑽研新技術，另一方面兩個領域考慮的點完全不同，挑戰當然很大，但是，當他可以跨足一個、兩個、三個領域時，他的見識會全然不同，學習新知的成就感也會很大 link »
接下來，黃俊凱希望能做到將IT變成企業的動態資產。他進一步說明，過去IT要不斷提醒業務單位，有什麼變化一定要先知會IT，現在IT已經被放進業務裏，不過做改變時，業務可能希望一星期完工，IT卻需要3星期，這樣的差異常常造成雙方的困擾和衝突。所以，他開始思考要如何活化IT，加快設計開發的速度，「業務瞬息萬變，IT也要跟著不斷地求新求變，才能快速回應決策，」 link »
麥 當勞歡樂送可是花費上億元所打造出的整合資訊、通訊與物流三大系統頂尖服務。 link »
過去如果想點外送披薩，必須由點餐者自行找出離家最近的外送店電話撥打。麥當勞則推出了更便利的方式，提供一組通用的電話號碼，讓客人打電話訂餐。 link »
麥當勞首創快速搜尋引擎（Quick-Searching），能讓歡樂送服務中心客服人員在○．○一秒內，就能精準找出距離點餐者僅需七分鐘車程的麥當勞門市。 link »
這還是一套雙向系統，例如某間門市的冰炫風機突然無法使用，服務中心就能立即得知，因此當顧客想訂餐時，就能告知這個產品現在無法提供，讓門市任何狀況可以立即回饋到服務中心。 link »
雖然台灣麥當勞不是全球第一個成立提供外送服務的地區，但是台灣麥當勞將外送服務所需的資訊、通訊與物流服務做了高度的整合，獲得麥當勞總部的讚賞。 link »
歡樂送（McDonald's Delivering System，MDS）核心系統，這一套系統技術源自印度，最早在印度、馬來西亞實施。上述兩個國家實施的狀況，與臺灣目前實施最大的差別在於訂餐訊息的自動化傳送與否。 link »
這兩國的外送也是透過專線電話訂餐，不同點在於：藉由客服人員的經驗，將外送的資訊傳送到客服人員認為距離訂餐人最近的分店。 link »
在歡樂送系統中，麥當勞運用地理資訊系統（GIS），並安裝了urmap（友邁科技）的地圖圖資。客服中心訂餐人員，只需要輸入點餐人的姓名、電話、外送地址以及所需餐點，透過黃俊凱與美國總部共同研發的搜尋技術（Boundary Quick Search Engine），歡樂送系統就可以在0.01秒鐘內，顯示距離點餐人最近的外送分店。 link »
在歡樂送系統中，也會納入麥當勞所有的促銷活動，供客服人員提供客人點餐時的參考。 link »
在歡樂送系統中，納入異地備援、災難復原的概念。黃俊凱指出，每一筆外送訂單都有第一優先和第二優先外送分店的選項，如果某一營業中心遇到天災或停水、停電導致不能營業，這些營業中心就不會顯示在歡樂送系統中，同時系統也會自動擴大每一家外送營業中心的外送範圍。「如果不能在30分鐘內送達，客服中心也會告知無法外送。」 link »
客服中心正常運作是麥當勞外送服務的根本，目前麥當勞有北、中、南共4個客服中心相互支援。黃俊凱說，如果北部客服中心因為天災因素不能上班或營運，甚至是外送訂餐的電話量暴增，公司隨時可以透過歡樂送的值班主管調度，由其他客服中心接手服務。 link »
從客服中心傳送到麥當勞總公司，會利用網際網路連線。「確保所有的訂餐與訂購資訊的機密性與資料完整性，是麥當勞的第一要務。」 link »
為了做到系統的高度可用性（HA），黃俊凱指出，「麥當勞除了做到網路的負載平衡、QoS，還做到伺服器架構中最頂級的Active-Active（AA）的高可用性和叢集運算（Cluster），」也就是說，麥當勞客服中心同時有兩套歡樂送系統運行，若其中一套系統因為某種意外造成停機，另外一個還在運行的系統，便可以立即接手。
link »因為客服中心與總公司是透過開放的網際網路連線，因此，「防火牆、IPS（入侵防禦系統）等相關防護，麥當勞一樣也不敢少。」黃俊凱說。此外，為了確保客服中心所有的資訊都能完整回傳臺灣總公司，麥當勞也透過資料庫鏡射（mirror）方式，進行資料備份。 link »
電子商務的發展，對企業產生的影響如下(看〔圖3–1 〕)： Ÿ 由於利用資通訊科技基礎建設來進行價值鏈和價值體系的各種活動，推動了企業舊有流程的再造，所產生的效果，例如：降低成本、降低產品或服務的週期時間、加速對顧客的回應、提高產品或服務的品質、有效管理供應商、減少庫存量和倉管費用等等。 Ÿ 由於資通訊科技基礎建設的利用，產生了新型態的企業活動，例如：線上廣告行銷、線上採購、線上顧客服務、知識管理等等。 Ÿ 由於資通訊科技基礎建設的利用，催生了新的產品或服務，例如：線上互動遊戲、電子書、隨選資訊服務(例如：隨選視訊)、線上搜尋服務等等，為消費者增加便利，也為內容提供者帶來無限的商機。 link »
台灣麥當勞也推出「歡樂送」的外送服務，透過全台統一的訂餐號碼，由客服中心接受顧客電話訂餐後，歡樂送系統自動將外送訂餐的訊息傳送到距離訂餐人最近的外送餐廳進行備餐、外送的動作。透過ICT系統自動化的協助，讓外送服務從顧客打電話到客服中心訂餐、訊息自動化送達指定餐廳、備餐、送到顧客手中，都能在30分鐘內一氣呵成。掌握外送服務能在30分鐘內送達的關鍵，就是「歡樂送核心系統」。在歡樂送系統中，麥當勞運用地理資訊系統(GIS)並且安裝了urmap(友邁科技)的地圖圖資，客服中心人員只需輸入點餐人的姓名、電話、外送地址以及所需餐點，透過麥當勞所研發的搜尋技術Boundary Quick Search Engine，歡樂送系統就可以在0.01秒鐘內，顯示距離點餐人最近的外送分店。也同樣可以透過搜尋技術，迅速地找出點餐人訂餐的記錄，並且納入麥當勞所有的促銷活動，供客服人員提供客人點餐時的參考。麥當勞也在歡樂送系統中納入異地備援、災難復原的概念，每一筆外送訂單都有第一優先和第二優先外送分店的選項，如果某一營業中心遇到天災或停水、停電導致不能營業時，這些營業中心就不會顯示在歡樂送系統中，同時系統也會自動擴大每一家外送營業中心的外送範圍，而如果不能在30分鐘內送達，客服中心也會告知無法外送。 link »
有些企業對於資通訊科技基礎建設的建造和管理並不熟悉，導致企業的電子商務的品質和效能不佳、成本又高，而且也為了專注於本業，就把資通訊科技基礎建設的建造和管理委託給專精於此道的公司負責，於是促成了資通訊服務業的興起。這個從IBM積極發展資通訊服務，從1994年到2003年，IBM的「全球服務(IGS, IBM Globe Services)」佔IBM營收從15%成長至46%，就可以得知。 link »
企業如果因此就放棄對於資通訊科技基礎建設的管理，完全託付給資通訊服務業者，恐怕不是明智之舉。畢竟，在實務上，許多這類的委外安排導致了不滿意的結果，這尤其是當企業的營運需要變革時最容易發生。這是因為資通訊服務業者是以標準產品或服務以及巨細靡遺的合約來提供服務，所以，所提供的資通訊科技功能未能具備足夠彈性以符合不斷變動的需求，而且資通訊服務業者在回應問題時，通常有點遲鈍。況且，與資通訊服務業者的合作關係通常都需要投資大量的金錢和時間，這使得資通訊服務業者介入企業的策略發展和營運流程甚深，而當資通訊服務業者無法符合合約上的義務時，企業就變得特別脆弱。 link »
多數較大型的企業，會決定至少將主要的資通訊科技功能保留由內部掌控，而選擇性地將資通訊科技功能委外。比較適合於委外的項目是一般的商品服務，例如：電信服務，因為在這個領域中通常有數家相互競爭的供應商，而且規格容易設定；另一個是具有技術性的服務，因為在這個領域中，企業通常欠缺專業知識。 link »
www.ithome.com.tw/
open models of communication, information, and even the creation of products and services, have emerged as a proven and highly effective way to directly drive business activity in entirely new and powerful ways. It’s largely thanks to things like open standards, open source, and open content link »
Enterprise 2.0 is just one good example of the emerging intersection of many of these open trends combining open collaboration where anyone can collaborate with globally visible information sharing. It’s also one of the most immediately appealing models to most businesses since it doesn’t necessarily entail many of the risks and challenges that more external modes of open engagement would require. In other words, businesses today are generally comfortable with achieving objectives with the assistance of 3rd parties in an outsourcing or partnership model, but they are generally not as comfortable with using open sourcing or crowdsourcing to achieve the same objectives. link »
Social networks link »
Network effects link »
Push vs. Pull (DIY) link »
Business Blogging link »
Product Development 2.0 link »
Customer Communities link »
Architectures of Participation link »
Mashable Products link »
Open APIs and Feeds link »
Ajax/Flash/Silverlight link »
Lightweight Platforms link »
On-Demand Scaling link »
Shadow Apps link »
Office 2.0 link »
Mobile link »
It’s presently not easy task to create a roadmap for businesses to create an orderly transition to Web 2.0 models. For one, the pace of change and innovation on the Web today is daunting, making roadmaps age and become obsolete almost as soon as they are complete. The second is that many aspects of Web 2.0 approaches are fundamentally disruptive and will require businesses to do serious soul searching and often take on real risk to the brands, reputations, and many a product line’s long-term future. link »
Web 2.0 in the enterprise: Strategic or tactical? link »
Most organizations will be focusing on tactical experiments and pilot efforts as they begin to dabble with Web 2.0 and see how they can apply it to their local corporate culture and unique business situations. But whether one is looking at completely transforming a business at a strategic level, or just applying a few Web 2.0 techniques to a corner of a business that can benefit from it, the message is clearer and clearer business leaders: Significant change is afoot and now is the time to start looking hard at how to embrace it. link »
for many business and IT leaders it can be a significant challenge to keep a current and up-to-date understanding of Web 2.0 and how it applies to the enterprise. What sort of changes to the fabric of the organization is required? What kind of technologies and platforms should be created? How should online products be tweaked or transformed to deliver more value to customers and get even more back? To help answer this, I created an up-to-date Web 2.0 in the enterprise visualization (above) that is my take on the major elements of Web 2.0 and how it applies to the two great aspects of Web 2.0; the social and the technical. link »
Wikis link »
Collaboration 2.0 link »
Emergent structure link »
Expertise Location link »
Collective Intelligence including Prediction Markets link »
Ad Hoc Social IT link »
Employee Blogs link »
Data aggregation link »
Enteprise mashups link »
Perpetual Beta link »
Syndication link »
SOA + WOA link »
S aaS link »
Some Challenges in Applying Web 2.0 in the Enterprise 1) Development Challenges All of this needs close ties to manageability The big design tension: Fast and easy vs. well designed and well engineered Lack of standard development methods with Web 2.0: Need proven tools and enterprise design patterns We now have tools built to bring applications together very quickly, in contrast with traditional development platforms And if you build them this way, how can you make them scale to million of customers? Lots of existing platforms with different tools, how to preserve an organization's huge investment in current skills and technologies? 2) Business Value Is there broad business value in social networking? How to do this dealing with a lot of private customer data? It's not likely you'll want to bring people together to share customer data Not entirely clear yet how to apply social networking profitably to business models link »
these increasingly portable visual parts are now becoming quite commonplace, easy to consume by regular Web users, and are becoming richer and more useful all the time. In fact, the spread of widgets, and badges — also called gadgets by the big Web players like Microsoft and Google — has been very clear in the last year and there are now hundreds of them readily available to use after a minute or two of configuration. link »
IBM has put together an open approach for making user data secure inside of Web mashups , known as SMash link »
Efforts in this area include range from Google’s OpenSocial initiative to the push for adoption of DataPortability.org’ s and OpenFriendFormat ’s support which are all improving the world of data safety, security, and mobility in the mashup world as well. link »
OpenAjax link »
OpenSAM link »
DataPortability.org link »
Popfly, Microsoft’s newest Web mash-up development too l that the company released in alpha form on May 18, isn’t really like Yahoo Pipes. It’s more like Yahoo Pipes for mere mortals. To see what Popfly looks like, check out this collection of Microsoft Popfly screen shots . link »
business workers still spend a significant amount of time manually integrating together the data in their ever increasing number of business applications. Tools that could let thousands of workers solve their situational software integration problems on the spot themselves, instead of waiting (sometimes forever) for IT to provide a solution, is indeed a potent vision. link »
mashups are just starting to be considered seriously in many organizations link »
1) deep access to existing enterprise services and data/content repositories link »
2) SaaS-style Web-based mashup assembly and use link »
3) assembly models that are truly end-user friendly with very little training required link »
4) a credible management and maintenance story for IT departments that must support a flood of public end-user built and integrated apps, and last but certainly not least link »
5) mashup products that address important questions about mashups and enterprise security link »
Are mashups really a major new development model? link »
The answers to these questions will inevitably shake out as the existing mashups products get applied to real business problems and the industry collectively learns what capabilities and approaches are needed for them to be successful. link »
Seventeen Mashup Platforms link »
Apatar is a mashup product designed to help “users and mashup developers to join their on-premise data sources with the Web and Office 2.0 applications without coding.” link »
BEA’s Aqualogic Pages product is one of the few full-blown end-user mashup tools currently available as a commercial, supported product from a leading software company. link »
Dapper has been around for a little while now and made last year’s list and the product continues to improve. It’s 100% Web-based both for data mashup creation as well as use. link »
Applibase’s DataMashups site is one of the more complete and sophisticated Web-based mashup builders available today. What DataMashups sometimes lacks in visual style it more than provides in substance with some of the most compelling examples of real, usable business mashup that I’ve seen. link »
Extensio is a relatively new entrant in the mashup space and their product takes advantages of the latest developments in Web gadgets and widgets. link »
Microsoft has entered the situational software arena with a fascinating new mashup development tool called Popfly . One of the best looking mashup tools by far, and also one of the most engaging and easy-to-use link »
JackBe’s Presto series of enterprise mashup solutions is one of the most complete and compelling solutions available today for organizations that want to move the excitement and results of the consumer mashup story into their day-to-day business. link »
Kapow is the one of the most venerable — and capable — data mashup platforms on the market. With both an open community known as OpenKapow as well as a powerful desktop-based graphic mashup builder, Kapow has some of the best performing and most stable capabilities in the mashup world. link »
Proto is another interested new mashup development platform that claims to bring “a fresh look and industrial-strength desktop application development to knowledge workers.” link »
IBM’s QEDWiki is one of the most impressive mashup platforms presently available and is the de facto poster child for how the end-user development model of enterprise mashups might look. link »
From the company with the name that looks like a typo but is really a semi-obscure programmer’s reference, \n software’s RSSBus takes the Yahoo! Pipes school thought to building data mashups. link »
While genuine open source mashup solutions are still rare, SnapLogic manages to provide a solution that delivers a community-based data mashup server that can create the inputs needed for visual mashups. link »
SOA Express from StrikeIron is one of those mashups tools that is the exception that proves the rule. link »
Teqlo is a different concept in mashups and one that I’ve been tracking for a while. Based on a kind of Web 3.0 concept,Teqlo provides a mashup development service that can largely let an application build itself. link »
One of the highest profile mashup tools available today, Yahoo! Pipes is primarily a data mashup, not a user interface mashup tool. link »
WSO2 Mashup Server is yet another data mashup service that provides the a bility to compose and recompose services into forms that are more consumable. Specifically, the Mashup Server says it can provide “human-consumable results through a variety of user interfaces including Web pages, portals, e-mail, Instant Messenger service, Short Message Service (SMS), etc.” link »
Google Mashup Editor (GME) link »
a good programmer will take a frequently recurring, monotonous task (like testing) and instead of doing it by hand, will instead write a piece of code once that will do the task for them, thereby automating it for future use. link »
A round-up of eight promising mashup tools link »
Above All Software’s Above All Studio is one of the most interesting software assembly tools I’ve seen so far in the enterprise space. link »
DataMashups.com is a new highly Web-centric mashup tool that I covered recently because of its extreme user friendliness and compelling Apple Hypercard-like development model, complete with a WYSIWYG "edit" mode. link »
JackBe’s JackBuilder product is a browser-based mashup tool with an enterprise bent and is intended to deliver on a vision JackBe calls Rich Enterprise Applications or REAs. link »
Nexaweb’s aRex is an intriguing addition to this list because it’s more of an OpenLaszlo or Flex competitor in the RIA space than a real mashup tool. link »
Procession’s Process Engine and Process Designer is a serious task-oriented enterprise mashup product. link »
RatchetSoft is system integrator and composite application/mashup vendor and their Ratchet-X Studio product is a medium-weight solution to the rapid application integration problem. link »
RSSBus is a brand-new mashup tool that focuses on that ubiquitous Web syndication protocol that just about every modern Web site in the world provides content and notifications through. link »
ProgrammableWeb maintains the best up-to-date API directory of the Internet’s Global SOA currently available (272 APIs as of today) link »
there were at least nine significant announcements in this space, many around the business flavor of this emerging new type of ad hoc Web applications. These are often referred to as enterprise mashups and the growing number of offerings in this space run the gamut from Web widget assembly platforms for end-users to data-only swizzlers and remixing applications created specifically for IT professionals. link »
The habits and expectations of the larger part of a generation of workers who don’t yet realize mashups are poised to change many things about the software landscape on the Web and in the workplace. Generational changes can be difficult for businesses to embrace successfully, and while evidence that mashups are remaking the business world are still very much emerging, they certainly hold the promise. link »
mashups are probably the next major new application development model as well an increasingly popular approach for achieving better ROI with service-oriented architecture (SOA). link »
Read how a number of new mashup standards have appeared recently. link »
Here are some of the larger developments in mashups recently, in alphabetical order by company: link »
DreamFace’s new Mashup Kits are a set of mashup development tools link »
Intel’s Mash Maker is free browser extension that allows users to instantly change Web pages in place and remix them with information from different online sources. link »
JackBe’s new Presto 2.0 platform is almost certainly the most capable and mature enterprise mashup platform currently on the market. link »
Lotus Mashups is a new offering from IBM that builds on the experiences from their well-received experimental QEDWiki mashup tool link »
IBM is offering MashupHub , a lightweight repository of “Web, departmental, personal and enterprise information” for use in business applications and mashups. link »
Mindtouch is primarily known as a wiki company with an aggregation focus, but their new “Itasca” product moves them definitely into the mashup space. link »
Kapow’s OnDemand is a new service from one of the original data mashup pioneers. link »
Serena’s Mashup Exchange highlights an increasingly important feature of mashup platforms link »
SnapLogic’s latest version of their data mashup tool link »
The top 10 challenges facing enterprise mashups in late 2007
link »No commonly accepted assembly model. link »
An immature services landscape. link »
The splintering of widgets. link »
Management and support of end-user mashup apps. link »
Deep support for security and identity. link »
Data quality and accuracy. link »
Version management. link »
Awareness and realization of the potential of mashups by the businesses community. link »
Low levels of support by major software firms. link »
Few killer demo mashups. link »
The convergence of SOA and Web 2.0, two highly interrelated trends that are very focused on 1) connecting people and systems together easily, 2) making software and data available for reuse via services, and 3) building new value upon the foundation of existing information resources and IT assets. link »
Web 2.0's usefulness not so much as a technology, but primarily as adding value to the business. link »
Services, not software. link »
successful services on the Web focused on user-driven adoption, business value on demand, low cost to entry, leveraging of public infrastructure, and probably most important, tight feedback loops between providers and consumers. Shortening and automating key feedback loops are a hallmark of what's happening out on the Web. link »
Community. link »
communities facilitate "getting in touch with a community of people that are your customers or constituents" and the organizations that "get best in touch with their users via contributions, ratings, feedback will be the online businesses that are most successful." link »
Simple. link »
ease-of-use is the single most important aspect of any Web site or program. link »
Feed formats like RSS and Atom allows low-barrier remixing that "builds up an ecosystem that is more vibrant, open, and decentralized." link »
demo the QEDWiki platform to articulate the vision of situational mashup applications, connected bidirectionally via feeds. Dashboards and situational apps can be built in minutes instead of hours, wired together, and even be connected to Internet-based and enterprise IT resources in two directions. link »
The Next Rev of the Web Programming Model (Source: IBM) Rich Internet Applications (Ajax, Flash, etc.) Instant Web apps (minutes instead of hours and days) Lightweight programming models Mashable assets (new — and just as importantly, existing IT resources (Ross Mayfield) made to work in this new situational model) Feeds link »
Harnessing Web 2.0 techniques for business process integration, automation, and management, particularly around highly-repetitive, transactionalprocesses will allow more time for tacit interactions , the high value knowledge work that many workers can’t spend time doing because of the overhead of tedious, low-value transactional work. Tacit interactions are perceived as one of the biggest remaining avenuesfor achieving higher worker productivity. link »
Grand Business Process Visionaries: Rearden Commerce link »
SMB Business Process Visionaries: Bridgewerx link »
BPM 2.0 emphasizes simple, inexpensive tools, true end-user wiring together of business processes, dynamic executable languages like BPEL , and many other Web 2.0 style-techniques, including zero-deployment footprint BPM clients enabled by Ajax. link »
Pure-play mashups already facilitate unguided interactions with a set of underlying services link »
BPM-style mashups merely facilitate guided interactions that enable entire business processes in the same way, on the Web or behind the firewall. link »
what does Web 2.0 bring to the table as far as real business value? It’s this question in particular we’re continuing to circle as we continue looking at Web 2.0 strategies in the enterprise. Read Part 1 , Part 2 , Part 3 , Part 4 of our exploration of Web 2.0 strategies in the enterprise. link »
I covered BPM strategies for Web 2.0 in my last post and pointed to a few companies that best exhibited the advantages that lightweight, Web-based, self-service BPM can provide. link »
You may recall that one of the key concepts of Web 2.0 ( diagram ) is The Long Tail, which describes the mass servicing of micromarkets, which is only possible (or at least, cost-effective) in a self-service world. link »
mashup-style BPM tools let users focus on developing solutions that assist users in automating and managing either transactional or tacit interactions. In this way, automating tedious and manual transactions can increase the time spent on tacit interactions. Some experts claim this is approach can provide access to the last bastion of work productivity productivity. But spending that same time focusing on building solutions that support and enable tacit interactions might have even more return on investment. link »
Tacit interactions, however, are generally harder to automate because of their variability and open-endedness. In general, they are largely guided by skilled workers, and it’s this part that Web 2.0 techniques might be able to help address most by getting excessive central control out of their way. I find mashup tools fascinating for just this reason; because they point to a near-term future where most skilled end-users can find or build/tweak just the right solution, just when they need it. link »
Applying Web 2.0 Concepts to BPM Low-barrier, available anywhere, Web-based business process mashups (Ajax and RIAs with granular URL structures) Allow business users to structure business information and content (folksonomies over taxonomies) Continuous, bottom-up management and maintenance of business processes by the end-users that use them Business processes exposed as Web services, turning the business process into a reusable platform Easy inclusion of external Web-friendly data sources and services into business processes Based on portable, recognized standards as much as possible (OpenAjax, RSS, REST, SOAP, BPEL, etc.) Web 2.0-style collaboration (wiki-style editing, blog-style publishing, social networking, etc.) link »
there is so much overlap in technology, technique, and intent that Web 2.0 and SOA has been described as a true coevolution of concepts . link »
" BPM is SOA’s Killer Application ", link »
A Key Point: We need lighter, more process-oriented tools that are guided by users link »
we find that upfront, excessively structured and complex IT systems are often failing businesses by creating overly rigid automation that isn’t user customizable, evolvable, and leaves too much of the result knowledge uncaptured. link »
Enterprise 2.0 is one compelling vision for this and it really is about freeform, collaborative software that adapts to the situation and is controlled primarily by the user, giving workers tools that get out of their way and connect them to their colleagues and their data. link »
Mashups aren't just browser-based integration, but can be server-side too. See my recap of the different mashup styles . link »
However, though mashups are technically easy to create and generate somewhat useful Web applications, it's a technology solution that may currently be ahead of a real business problem to solve. At least on the Web that is. Monetization and building workable business models around mashups is something of a struggle, particularly when many of the API and widgets suppliers are currently unwilling to provide much in the way of Service Level Agreements that would make it possible to safely rely on a supplier. Some content suppliers (notably Yahoo!) even have draconian daily metering restrictions while they figure out if competing sites will sprout up and take way their users by leveraging Yahoo!'s own services. So while mashups are a very interesting technical solution on the Web, there's still some work to do before successful businesses can be build around this model. link »
The motivations for mashups are quite different inside of organizations, where application backlogs and demand for more software that will improve collaboration and productivity are often rampant. If this state of affairs is true, far from having too much software, most enterprises don't have enough to satisfy demand, despite the prevalence of mountains of existing enterprise systems, many of which are underutilized. The arguments for letting users self-service themselves with end-user application tools and getting IT out of the critical path for the backlog of simpler applications are extensive and I won't belabor them long here. link »
IBM's QEDWiki: A Compelling Example of Enterprise Mashup Tooling link »
To see exactly how end-user generated enterprise mashups work, I prepared a screencast that walks through the process of building a so-called "situational application" on-the-fly in a just a few minutes, complete with geolocation and database support. link »
But inside our organizations, both in the IT department and in business units, mashups are a much rarer phenomenon. link »
I'll start with my take on the key aspects of mashups from a value proposition perspective. link »
Effective leverage of Web parts and the Global SOA . Mashups are generally built out of the bits, pieces, and services of other Web applications that already exist, adding code only when it can't be sourced from internal or external suppliers or to provide integration "glue" between the parts. This reuse can quickly and easily leverage millions of dollars in previous investment and results in a "building on the shoulder's of giants" effect. link »
Simple, lightweight software models and services. By focusing on the simplest possible techniques and formats, Web mashups appear to be successful and widespread primarily because just about anyone can and are creating them. link »
mashups are 100% pure Software as a Service (SaaS) and require no installation, updates, plug-ins, admin rights, or anything but a garden variety Web browser and the mashup's URL to run. link »
A focus on self-service and DIY. As I alluded to above, mashup development can be just as much for everyday Web users as it is for professional software developers. Like so many things on the Web that put the power of publishing and participation into everyone's hands, mashups have the potential to give all of us the ability to create real, useful software. link »
This has the potential to further enable the productivity of knowledge workers as well as release The Long Tail of IT demand . It could also reduce the application backlogs that continue to bedevil IT departments and their customers everywhere. link »
Mashup Challenges link »
Deconflicting the two major mashup models. link »
Too many widget formats. link »
Not enough Web services exist in our enterprises or on the Web. link »
Security and identity need to be sorted out. link »
No common creation metaphor. link »
Mashup Opportunities link »
Defining the essential ingredients of a successful mashup ecosystem. link »
Addressing the tension between the two major styles of integration. link »
Providing effective "enterprise context." link »
Distribution and consumption. link »
SEO, analytics, page views are all challenged by the mashup model. link »
