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Next-Gen Enterprises, Digital Strategies, and Chasing Rainbows

The buzz in the blogosphere is growing around what it takes to become a “next-generation enterprise.” There are so many new and exciting technology trends to base your digital strategy on, after all – Cloud Computing, Mobile, Social, Big Data, the list goes on and on. Internet startups and other up-and-comers are looking to disrupt one market after another, and established enterprises are naturally concerned that they need to step up to the plate or risk being on the wrong end of such disruption.

It’s hard to find a single industry whose foundations aren’t being shaken by the tectonic shifts in IT all around us. From financial services to manufacturing to government, there’s no corner of the global economy that isn’t affected by the numerous forces of change either looming on the horizon or actually causing upheaval among customers, suppliers, and partners today. It’s no wonder, then, that one or more of these new technology trends are finding their way into boardroom discussions.

Established enterprises have two strikes against them when they first set foot on this playing field. The first strike, of course, is the classic Innovator’s Dilemma – if their current revenue streams are still profitable, how will they ever be able to risk transforming their organizations (thus jeopardizing current revenues) until it’s too late? But the second strike against the enterprise is equally dangerous: how will they become a next-gen, “digital enterprise” given all their existing, legacy technology? You can’t scrap it, but keeping it around is a boat anchor around your neck. Furthermore, all those newer, nimble competitors have built their infrastructure in the Cloud. They don’t have the legacy boat anchor to worry about, right? Perhaps it’s time to quietly sink beneath the waves after all.

Read the rest of the article at http://www.devx.com/blog/agile/next-gen-enterprises-digital-strategies-and-chasing-rainbows.html.

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More Stories By Jason Bloomberg

Jason Bloomberg is the leading expert on architecting agility for the enterprise. As president of Intellyx, Mr. Bloomberg brings his years of thought leadership in the areas of Cloud Computing, Enterprise Architecture, and Service-Oriented Architecture to a global clientele of business executives, architects, software vendors, and Cloud service providers looking to achieve technology-enabled business agility across their organizations and for their customers. His latest book, The Agile Architecture Revolution (John Wiley & Sons, 2013), sets the stage for Mr. Bloomberg’s groundbreaking Agile Architecture vision.

Mr. Bloomberg is perhaps best known for his twelve years at ZapThink, where he created and delivered the Licensed ZapThink Architect (LZA) SOA course and associated credential, certifying over 1,700 professionals worldwide. He is one of the original Managing Partners of ZapThink LLC, the leading SOA advisory and analysis firm, which was acquired by Dovel Technologies in 2011. He now runs the successor to the LZA program, the Bloomberg Agile Architecture Course, around the world.

Mr. Bloomberg is a frequent conference speaker and prolific writer. He has published over 500 articles, spoken at over 300 conferences, Webinars, and other events, and has been quoted in the press over 1,400 times as the leading expert on agile approaches to architecture in the enterprise.

Mr. Bloomberg’s previous book, Service Orient or Be Doomed! How Service Orientation Will Change Your Business (John Wiley & Sons, 2006, coauthored with Ron Schmelzer), is recognized as the leading business book on Service Orientation. He also co-authored the books XML and Web Services Unleashed (SAMS Publishing, 2002), and Web Page Scripting Techniques (Hayden Books, 1996).

Prior to ZapThink, Mr. Bloomberg built a diverse background in eBusiness technology management and industry analysis, including serving as a senior analyst in IDC’s eBusiness Advisory group, as well as holding eBusiness management positions at USWeb/CKS (later marchFIRST) and WaveBend Solutions (now Hitachi Consulting).