In most IT orgs, developers identify with siloed projects, not enterprise architecture. Integration, therefore, operates at a scale of one. These fragmented integration efforts limit campus-wide integration capacity and build an “architecture by accident” that cripples IT innovation through brittle interdependencies between systems.
To realize the potential of technology investments now and in the future, IT leaders must recognize the temporal value of integration and prioritize developing campus integration maturity accordingly.
As integration takes on new importance in the institutional strategy, CIOs must respond with organizational, tooling, and process management changes. IT leaders should dedicate staff to integration work, aggregating integration skills from across the organization to professionalize the capability.
To increase speed and facilitate scale, CIOs should empower their staff to evaluate and adopt next-generation integration tooling to advance maturity and increase efficiency through standardized practices and automation. Conduct a workshop to discuss the right approach for your institution with our discussion guide.
Just as the integration problem presents uniquely on every campus, the integration solution that’s right for any given institution and its IT organization will vary. The institution’s needs, capacity, finances, and skillset will all impact the choice of tooling.
The integration tool marketplace is evolving rapidly, too, and its pace of change has left little room for the development of a shared language of service among vendors. Determining what’s right for your institution is not simple, but IT groups should consider peers’ experiences with integration vendors during the evaluation process.
To help you make sense of the landscape, we pulled together key facts and…