Fischer International

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In the 1960s and 1970s, technology was a fresh and innovative way to facilitate an enterprise’s communication processes and productivity. Really big processors with really low throughput occupied huge rooms with raised floors and expensive HVAC systems. Everyday use of PCs was the exception, not the rule. Cell phone technology was used by Maxwell Smart and Agent 99. Instant was about oatmeal, not messaging or access to bank funds. People spent their time in line, not online.Technology was applied to business like band aids are applied to wounds. Automate a process, build an application. Every new application was built as an island, without consideration of business processes or related applications. It seemed like a good idea at the time. In all fairness, it was. If we only knew then some of what we know now:Perhaps technology providers would have done things differently if they had a crystal ball and realized that applications would transition from supporting systems and transactions, to sustaining business processes. Applications would have been designed to easily integrate with other applications, enable centralized management, and provide detailed audit data – all the prerequisites for today's business processes. This would have enabled organizations to better focus their enterprise resources on managing business processes, not applications. As we all know too well, that is not what happened.

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