Is the business-IT relationship changing? Are really big things happening? It is fair to characterize all this as a "transformation"? Yes, yes, and yes. Let's look at some of the trends defining the new business-IT relationship.

[Excerpted from an article in the March 1995 issue of Cutter IT Journal . Used here with permission from the ITABHI Corp.]

Commonsense decision making separates the great companies from the merely good. True common sense, however, is not innate but acquired.

The great companies have learned -- most often after suffering painful failures -- that commonsense decision making requires:

The financial benefits of outsourcing are well documented, but what about the value delivered? Is there an effective way to measure the true value that is being delivered to the end user?

The financial benefits of outsourcing are well documented, but what about the value delivered? Is there an effective way to measure the true value that is being delivered to the end user?

Sometimes I wish that I worked for a large organization; one with lots of fancy, expensive technology. I have a small organization and we have a very limited budget for gadgets and new toys. I sometimes feel a little deprived. But recently, while visiting a client, it occurred to me that working for a small organization in this day and age is a distinct advantage.

Sometimes I wish that I worked for a large organization; one with lots of fancy, expensive technology. I have a small organization and we have a very limited budget for gadgets and new toys. I sometimes feel a little deprived. But recently, while visiting a client, it occurred to me that working for a small organization in this day and age is a distinct advantage.

Organizational matters

The time we spend serving the needs of our digital systems infrastructure is rapidly exceeding the time that systems save us by serving our needs.

Organizational matters

The time we spend serving the needs of our digital systems infrastructure is rapidly exceeding the time that systems save us by serving our needs.

I've been concerned for some time with how one can simplify and accelerate the development of large-scale business processes. I've begun to use the term second-generation BP to describe business process frameworks like the Supply Chain Council's SCOR and the TeleManagement Forum's eTOM/NGOSS architecture.