At this moment it is unlcear how fast mashups will be adopted, but Lustratus thinks that any serious adoption will place massive strain on enterprise infrastructures, causing the unwary to buckle and collapse.

Mashups seem great. The user is suddenly in a position to create his or her own page layout with all the business applications needed to carry out this user’s activities. A great productivity boost, perhaps, but what are the impacts on the enterprise? Basically, as Lustratus points out, every desktop becomes an application. Instead of an IT department having to worry about 10 or 20 applications, all of a sudden there are 100s or even 1000s. Worse still, while traditional IT-controlled applications are usually controlled fairly rigorously with procedures, policies and management practices, the world of mashups could well be more akin to anarchy.

Fundamental to a productive mashup will be the need to drive the different business services required by the particular user, and therefore services will suddenly become tools used by hundreds in many different ways. All of this activity could create huge traffic increase as well as a generally uncoordinated style of operations, causing major difficulties for the infrastructure software trying to hold everything together.

Well, OK, maybe this is a little negative – but the point is, enterprise architects and management should start considering these issues now. Trying to sort this out when the genie is out of the bottle will be a lot more difficult…..

Steve

In the past, I have taken the view that the Web2.0 technologies may be of interest, but the enterprise application of the ‘social computing’ side of Web2.0 was still very immature: the general value of collaboration was clear but how it would be implemented and which pressing business problems it addressed were not.  This lack of maturity was reinforced by fighting talk from some Enterprise 2.0 proponents about changing the way enterprises work by up-ending hierarchies and claiming that when the “facebook generation” moves into the workforce all will be changed.

However, I think that the concept is now maturing as can be seen from announcements from both BEA and more recently Progress around what BEA calls Enterprise Social Computing and Progress calls Socially Oriented Architectures.  What is promising is that both announcements focus on the application of social computing (and it’s ability to enable fluid communication and information sharing) to solve business problems.  In the case of ESC (an acronyn to make any tech marketeer smile), the application is to the area of process improvement.  As my colleague, Steve Craggs explains in his new insight on ESC and SOA (which is free to download at the moment!):

“If a company can understand a little more about how employees are solving their day-to-day work-related problems, it should become possible to establish best practices or carry out training to improve employee performance. The traditional approach to solving this problem is to engage an external business process re-engineering expert. However, these experts are both expensive and disruptive. In many cases, the best practice expertise is already there—it is just that it is un-communicated, locked in the heads of one or more expert employees.”

And of course, it isn’t a huge leap to realize that SOA is a fertile place to start using such an approach – as this requires a high degree of communications across organizational boundaries and involves tech-friendly staff more likely to adopt new concepts like ESC.

Ronan