Process integration and system integration each contribute to organisational efficiency in different ways and one does not completely replace the need for the other. Recognising this is a challenge but when achieved, it is important to strike a balance. Much like the distinction between transactional and managerial processes, finding the right balance between these two types of integration is crucial for performance and reigning in IT costs.
Process Integration is the remit of the Chief Operating Officer (COO) to focus on improving and streamlining the flow of tasks and activities within or between functional areas within an organisation. The goal is to enhance efficiency by ensuring that various parts of the organisation work together smoothly towards common objectives. This involves harmonising operations and documenting decisions to achieve cohesive outcomes.
System Integration, in contrast is the remit of the Chief Information Officer (CIO) is concerned with connecting disparate IT systems and applications so they work together seamlessly. This involves technical aspects such as data exchange, application interoperability and effective system communication. System integration is costly.
Effective process integration by aligning processes and enhancing interactions between functions, can reduce the need for extensive system integration. While it doesn’t eliminate the need for system integration entirely, it can significantly lower operational expenditures.
Competing Priorities
Historically, COOs have often delegated the pursuit of business optimisation to the CIO for several reasons:
- Automation Allure: COOs may be drawn to automation and believe that IT departments possess specialised skills and expertise in managing technology and data systems beyond the scope of general operations. This sometimes leads to confusion or lack of clarity regarding the distinction between transactional and managerial processes.
- Outward Focus: There is a tendency to engage IT professionals to solutionise and streamline operations rather than addressing these issues internally.
- Delegation: By delegating responsibility for business optimisation to IT, COOs believe they can focus on core operational aspects such as strategy and customer relations leaving performance management to others.
- Budget Justification: IT budgets and investments are often seen as legitimate business expenses aimed at reducing overall technology costs. If initiatives fail, the vendor can be easily blamed.
Technology has progressed to a point where COOs can now reclaim their responsibilities for managing operations independently, without the need to rely on the CIO or consultants who often provide expensive, time consuming solutions.
While process integration can simplify and reduce the complexity of system integration, it does not entirely replace the need for it. However, it is very rarely applied although both are essential for achieving optimal operational efficiency and technological coherence.
