In the traditional enterprise framework, organizational executives examine the marketplace, identify what they believe to be market opportunities and develop business strategies to exploit them. Middle management then creates processes to organize and optimize operations around the new strategies. In the traditional paradigm IT is called upon to automate these processes. For the past half century, this is how the enterprise has functioned. Today, market complexities are in constant flux, and it’s the job of today’s executives to adapt organizational behavior to accommodate these shifts while cost-effectively meeting top-line growth targets. An increasingly competitive and chaotic global marketplace is driving executives to change strategies and tactics faster than ever. IT has spent much of the past 40 years automating processes with systems, but they mow must adapt process-enabling systems to these changing requirements. Today’s CIO needs to provide a nimble business infrastructure amidst the complexity of acquired heterogeneous IT environments and leverage IT as a strategic weapon – often with flat budget and resource. How is this done?


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