“Developing a portfolio of architecture products to articulate the firm’s enterprise architecture. DevOps and business product managers have become very skilled in product management. However, it has been difficult to link business and technology products in a meaningful way. EAs have productized architectural components — customer journeys, value streams, and life cycles — as a tool to bridge this gap and align business products, architectural products, and technology products to strategy.”
Original source: CIOs Must Use EAs To Be Successful In Their Digital Transformations
Passed from one PE firm to another: from Insight Venture Partners to Thoma Bravo. Sort of, one piece of coverage says “Insight Venture Partners will maintain its original 2014 capital investment in company.”
Carl Lehmann (he’s popped up a lot recently here!) and Liam Rogers at 451 have some numbers estimates:
Thoma Bravo’s acquisition of Planview comes three years after Insight Venture Partners acquired the WRM software company for an estimated $150m. The latest acquisition comes well above that – we estimate the deal size to be $800m. The multiple paid for the business is also substantially higher than the last purchase of Planview, which generated $175m in revenue in 2016. Insight will maintain an equity stake in the company, and Thoma Bravo becomes the new majority owner.
The rest of the excellent (as always) deal write-up also reminds me that Planview bought Troux back in 2015, consolidating this space a bit…albeit a pretty small market.
In addition to the Silicon Hills piece, see the official press release.
After 15 years of useful life, CORBA is currently being retired and replaced with Web services. It’s interesting to see that many of the initial performance challenges have appeared again with the switch to the new technology.
It took four years from the strategic decision until the whole organization was fully committed to the plan. This is because it takes a while to fully deploy complex middleware technology in an environment that’s sensitive to performance, stability, and security. The real challenge has been the stamina and governance needed to make this strategic decision pervasive—it took 10 years before everybody accessed the mainframe through the service layer. We debated whether this is unusually slow, but we’re now convinced that this is normal for this kind of organization and application landscape. On the business side, the SOA approach has helped revolutionize user interfaces. Nobody accesses the mainframe through terminal screens anymore. Credit Suisse has built several Internet channels on top of the service layer, from a simple electronic banking application in the beginning to today’s sophisticated mobile banking.
And, the thrilling conclusion:
Looking back over 15 years of enterprise service architecture at Credit Suisse, we’ve learned a few lessons. First, deep architectural changes in large companies take longer than most people think. The reason for this is because most projects are risk-averse and only want to adopt a proven approach. Proving a new approach plus the time lag between design decisions and implementation completion adds up to three to four years. After that, depending on the rollout strategy, it could take several years to fully implement a strategy. Patience and stamina are absolutely necessary for success in this field. If your CIO wants to see results within a quarter, SOA or other enterprise architecture approaches aren’t worth pursuing. Second, when thinking about SOA, technology on an enterprise scale is a nontrivial prerequisite, but it’s the easier part. Orchestrating the entire organization around SOA, providing a proper semantic framework to create a common language across the organization, and implementing the necessary governance processes are the harder parts, in our opinion.
From a Credit Suisse case write-up
15 years of CORBA