Many approaches have been advanced to solve business problems with only limited success. Some solutions emphasize the positioning of products and services to capitalize on an organization's strengths and opportunities. Some approaches emphasize stewardship responsibilities by redesigning the organization around self-managing teams. Other approaches recommend new technology and/or systems such as executive information systems (EIS) or Enterprise Resource Planning (ERP) systems. Still other approaches try to solve business problems by changing an organization's culture.
Each of these and other solutions provides some benefit, but most have provided only marginal success. This unending stream of approaches has left some people and organizations disappointed, divided, and even disabled. They are disappointed because of overpromised and underdelivered solutions; divided along functional boundaries, product lines, or solution disciplines; and disabled because people have given their best efforts but have had limited success in correcting the problems. As a result, many people are less eager to try something new. They seem convinced that nothing can fix their problems and they resist future changes to protect themselves from further frustration and exhaustion.
What do we know about developing solutions to business problems? Experience shows that successful business solutions adhere to the following principles and characteristics:
- First, solutions must integrate five key components:
- Business processes and events
- Business strategy
- Organization structure and individual stewardship responsibilities
- IT architecture
- Measurements
- Second, the solution must be aligned with the organization's culture
- Third, solutions must constantly adapt to a complex, changing world in real time
There is no such thing as a permanent, integrated business solution.
Business Solutions, Change, and the Solution Professional, Accounting, Information Technology, And Business Solutions, by Holannder, Denna, and Cherrington, McGraw Hill
