👉 🔥 CLICK HERE! 🔥 👈

Point-to-Point Also called app-to-app, this approach involves hand-coding integration, and typically takes place within an enterprise. This remains a tried-and-true method for moving data from point A to point B. Most companies have some point-to-point, and many?almost 50 percent according to a 2001 survey by AMR Research in Boston?continue to hardwire applications.This approach has problems. Think of a company running 100 applications, each in its own box; then picture how many lines need to be drawn to connect those boxes, given that a bunch of those apps would connect to more than one app?its one big brain cramp. When one app needs to be changed, every connection to that app must change. And development and maintenance costs can be high.Middleware Whether its called object management, event management, session management, data translation or one of many acronyms, middleware creates a layer between applications. The applications are not connected point-to-point; theyre connected to a middle layer, which receives the data, translates it, then sends it on its merry way. Many companies use message-oriented middleware such as IBMs MQ series and Microsofts MSMQ for one-way exchanges of data.EAI products, also called integration servers, describe more powerful kinds of middleware. Major players include BEA, IBM, SeeBeyond, Tibco, Vitria and WebMethods, although many companies have built their own proprietary EAI systems. EAI tools are designed to integrate the information in companies back-office systems with their front-office applications using a single integration layer. These products come packaged with connectors (also called adapters) that can, for example, connect ERP systems to mainframes and CRM systems. Many companies rely on these adapters?at $100,000 a pop?to integrate heterogeneous systems.Business Process Management (BPM) BPM is a relatively new buzzword, touted as the next generation enterprise integration software. AMR Research defines BPM as software that integrates data, applications and people together through a common business process. It aims to bring the business and IS side together to figure out cross-functional business processes, which include suppliers, customers, employees and partners, then streamline and automate them. Web Services Take your pick: Web services is either poised to take off or will make only minor ripples. Its standards-based technology will let disparate systems talk to each other over the Internet or Internet protocol-based networks, regardless of platform or language. Most of the executives in this story are experimenting with Web services. Amazon.com CIO Richard L. Dalzell says the online retailer uses it as one of the interfaces for its more than 600,000 Associates Program websites that connect back to Amazon.com. And vendors such as Microsoft and SAP are beginning to support Web services in their products. But despite the hype, Web services is in its infancy, and widespread adoption wont happen overnight.As part of a recent video series with johnson banks (opens in new tab), account director Katherine Heaton joined Michael Johnson to discuss how the studios immersive creative process works, the role of strategy and how to keep plates spinning. In this article they share four key ways creative directors (opens in new tab) can integrate design and strategy.Were in the business of communication, so why use complicated jargon when talking to people who are not familiar with the industry? reasons Heaton. Johnson adds that not-for-profit clients may not have archetypal Stanford MBAs. Theyre more straightforward, down to earth, he says. If we talk about things like inherent brand positioning perception were met with blank faces.02. Blur the linesFluidity between the stages of the design process is key. It starts with research, through interviews, audits and workshops. Next comes strategy, including positioning and brand narrative.Technically our design stage is third, but we often blur stages two and three, says Johnson. Its an issue for many companies: how to go from where they are verbally, to visually how theyre going to look.Heaton and Johnson are experienced with handling difficult rebrands Stage four includes guidelines and implementation, and for bigger clients, this is followed by embedding– or as Heaton puts it, communicating the new brand to staff within the organisation, and helping them figure out their launch plans. We dont just finish the manual and run away, insists Johnson. If a brand doesnt percolate down, its not going to work. Itll be one of those stuck-on brands that people often criticise.04. Remember: tough is goodThe politics of a rebrand are far more complicated than straightforward new brand projects, admits Heaton. We have lots of experience dealing with the politics now, which is why many clients come to us.People say: that project must have been difficult, and if we say, Yes it was, they say: Good! Youll be able to do ours. That happens again and again. Youd be amazed how many clients need to know you can handle the personalities in the boardroom.This article was originally published in Computer Arts (opens in new tab) magazine issue 258. Buy it here. (opens in new tab)Thank you for reading 5 articles this month* Join now for unlimited accessEnjoy your first month for just £1 $1 €1*Read 5 free articles per month without a subscriptionJoin now for unlimited accessTry first month for just £1 $1 €1

Items