Enterprise Architects don’t always take the “event” viewpoint, and instead focus on the process or value chains in the business. However, these high level processes and value chain links can benefit from, or use, real-time event processing, and analysing these events can be very useful for each step, department or service in understanding what services and technologies apply.
So, my challenge for Enterprise Architects is to look at their high-level business process or value chain, and consider for each step where an event viewpoint and real-time business event handling can provide some benefit.
How many of your systems are designed to issue event notifications to other systems when information is updated? In my own personal experience, this is not a common pattern. Instead, what I more frequently see is systems that always query a data source (even though it may be an expensive operation) because a change may have occurred, even though 99% of the time, the data hasn’t. Rather than optimizing the system to perform as well as possible for the majority of the requests by caching the information to optimize retrieval, the systems are designed to avoid showing stale data, which can have a significant performance impact when going back to the source(s) is an expensive operation.
With so much focus on web-based systems, many have settled into a request/response type of thinking, and haven’t embraced the nearly real-time world.
In order to get the maximum value out of their IT departments they [CIOs] need to decide if they want to focus on operational speed or strategic speed.
Operational speed does not yield the results that CIOs are looking for. Sure more gets done, but it’s generally of a lower quality and doesn’t meet internal and external customer’s needs. Boosting strategic speed can deliver clear results for both the IT department as well as the rest of the company.
CIOs who know when to slow things down in order to make sure that the IT department is on the right track will be more successful. Make sure that you take the time to move slowly when it is required.
PLATO believed that men are divided into three classes: gold, silver and bronze. Vilfredo Pareto, an Italian economist, argued that “the vital few” account for most progress…
…The world’s best companies struggle relentlessly to find and keep the vital few. They offer them fat pay packets, extra training, powerful mentors and more challenging assignments. If anything, businesses are becoming more obsessed with ability.
This is partly cyclical. Deloitte and other consultancies have noticed that as the economy begins to recover, companies are trying harder to nurture raw talent, or to poach it from their rivals. When new opportunities arise, they hope to have the brainpower to seize them.
So how big is the cloud? And how big will it be in, say, ten years? It depends on the definition. If you count web-based applications and online platforms, it is already huge and will become huger. Forrester predicts that it will grow to nearly $56 billion by 2020. But raw computing services, the core of the cloud, is much smaller—and will not get much bigger. Forrester, reckons it will be worth $4 billion in 2020 (although this has much to do with the fact that even in the cloud, the cost of computer hardware will continue to drop, points out Stefan Ried of Forrester).