Much of the B2B hype - and most of it comes from the major vendors who should know better - revolves around the speed with which solutions can be put together. Some companies boast implementations that take less than a few months.
The big question that must be asked is if it is so simple to get into B2B, where`s the value in such a system? If it`s easy for one company then it`s just as easy for someone else. Obviously, if the barriers to entry are so low, then competitive advantage is lost and rewards are minimised.
Complexity needs to be embraced and managed effectively if competitive advantage is to be sustained in a B2B environment, and while new technologies such as componentisation ensure B2B projects do not turn out into interminably long and costly projects, solutions cannot be implemented overnight.
The key issues around B2B implementation is the ability of the organisation to deal with the different processes required. It is often believed that technology will solve all the problems, where actually there is a business model challenge to be faced. This fact is ignored in most cases and will cause projects to fail due to the silver bullet syndrome.
Most organisations in the financial services sector, for example, grapple with the issues around reduced administration costs, increased ability to deliver products to market quickly and the creation of alternate channels for their products. So, when these are extrapolated, it becomes clear that a clear strategy is required that must contain a process and strategy re-think.
Organisations are then faced with the decision challenge around buying an application, outsourcing their B2B or doing in-house initiatives. It is overlooked that a clear architecture must be in place for this decision to take place. A holistic approach is needed whereby business components can be separated from the underlying technology, and a methodology can guide the organisation through the implementation of the strategy.
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