Technology Product and Service Development in an Enterprise Architecture Service Capability: The LiquidHub Case

Technology Product and Service Development in an Enterprise Architecture Service Capability: The LiquidHub Case

Stephen J. Andriole (Villanova University, USA)
DOI: 10.4018/978-1-60566-018-9.ch008
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Abstract

This is an example of an investment in a new technology service. LiquidHub, Inc., assessed the market and its own service capabilities and decided to make an investment in enterprise architecture to better serve their clients. A significant investment was necessary to understand the market, develop an overall go-to-market enterprise architecture strategy, and retool professionals to be able to provide the very best services available. Would the investment pay?
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The Challenge

The company’s clients face some difficult challenges in their efforts to expand their business capabilities, including those enabled by information technology. As they completed multiyear, cross divisional initiatives such as ERP, customer relationship management (CRM), and supply chain management (SCM) implementations, both technology and business management professionals realized that it had become increasingly difficult to envision a rational systems- and process-integration approach. While each of the leading vendors in these spaces touts the ease of integration their solutions affords, integration has actually grown more vexing as the sheer number of “enterprise” systems has increased. Today, one of the largest obstacles to enterprise technology initiatives is that they are inconsistently defined, not only by the technology providers, but also by the enterprises themselves. Clients face a number of challenges in this increasingly critical and increasingly complex IT environment.

Among other things, they need:

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