Validating the Power of ConvergenceBy BTM Institute Staff Writer | Posted 2009-09-29 Print
Enterprises that have achieved business-technology convergence can respond nimbly to change and use their superior performance to leapfrog over less-agile competitors and position themselves for future growth.
Validating the Power of Convergence
The numbers speak for themselves. Companies such as AT&T, Boeing, Cisco and New York Life demonstrate that the principles of business-technology convergence are not exclusive to any particular market vertical, technology specialty or organizational size. The results of convergence—or the march toward convergence—pay companies real dividends in terms of financial performance.
Convergence does equal dollars, especially during a recession. But saving dollars shouldn’t be the only measure of success.
The superior performance of organizations in the upper-level business-technology management stages (alignment, synchronization and convergence) derives from their agile and adaptive nature. These organizations are able to respond nimbly to change and to use their superior performance to leapfrog over less-agile competitors and position themselves for future growth.
There is no doubt about it: To meet strategic goals, companies are drilling down to core management processes as a means of delivering results to the business. By exercising effective governance over these goals and the technology that underlies them, companies are able to maintain competitive advantage, increase operational efficiency and improve financial performance—making these objectives part of an organization’s DNA.
The Baseline/BTM 500 research and report are a collaborative effort between Baseline magazine and the BTM Institute. Faisal Hoque, Jeffrey Bruckner, Diana Mirakaj, Brian Fishman, Dr. Vallabh Sambamurthy and Dr. Robert Zmud conducted the analysis contained in the report. For complete biographies of the Baseline/BTM 500 team, visit go.baselinemag.com/BaselineBTM500Team.
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