Attached is Mini Case " Enterprise Architecture at nationstate...

Attached is Mini Case " Enterprise Architecture at nationstate Insurance". Write an essay 2 pages Starting with 1. major issues or problems 2. Recommendations 3. Respond to End of Case questions. Provide at least two external citations and include proper APA bibliogaphy. 

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Mini Case Enterprise Architecture at Nationstate Insurance Jane Denton looked around at her assembled senior IT leadership team waiting to hear what she was going to say. Most were leaning forward eagerly, though some appeared more cautious. They were a good team, she knew, and she wanted to lead them well. A seasoned CIO, with a whole career behind her in IT, Jane was the newly appointed global CIO of Nationstate Insurance. This would be her last job before retirement in three years and she wanted to find a way to make a lasting difference in this company. Nationstate was an excellent company— Jane had done her homework. It was one of the largest in the United States, with a worldwide presence in personal and commercial insurance, and had recently been voted one of Forbes’ “Best Big Companies.” It had good systems, good user– IT relationships, and good people. But the company aspired to be great and Jane wanted to help them by taking IT to the next level. She knew that the world was changing— largely as a result of technology— and she knew that IT and its traditional approach to systems development were also going to have to change. “Our IT function needs to become more cutting edges in adopting emerging technolo-gies,” she had told the CEO shortly after she was hired, “and we need to become more flexible and agile in our approach to development work.” Now she had this time and this team to accomplish her goals. However, it was much easier said than done. Like almost every large organization, Nationstate had a hodgepodge of different systems, data, and processes— most serving just one of its six business units (BUs). Nationstate’s decentralized structure had served it well in the past by enabling individual BUs to respond quickly to changing market needs but a couple of years before Jane’s arrival, recognizing the need for some enterprise thinking, the CEO had created a federated structure with some centralized functions, including parts of IT. So some of IT was now centralized and shared by all the BUs (e. g., operations) and reported directly to Jane, while the rest (e. g., system development) was decentralized. Each BU had its own CIO and IT staff who reported jointly to the BU’s president and to Jane. This potentially unwieldy structure was made more palatable by the fact that the business unit CIOs had great business knowledge and was well trusted by their presidents. In fact, it was central IT that was often seen as the roadblock by the BUs. She had never led an IT organization like it, she reflected, and in her first few months, she had made a considerable effort to understand the strengths and weaknesses of this model and how responsibilities had been divided between centralized enterprise services and the decentralized IT groups ( each quite large themselves) in the business units. Now she thought she had a good enough handle on these that she could begin work with her senior leadership team (the BU CIOs) to develop a plan to transform IT into the kind of technology function Nationstate would need in the years to come. “I know you are both enthusiastic and apprehensive about transformation,” she said. “We have a great organization and no one wants to lose that. We need to be responsive to our business needs but we also need to incorporate new development techniques into our work, do a better job with emerging technologies, and begin to rationalize our application and technology portfolios. We have duplicate systems, data and software all over the place. Our CEO and the BU Presidents want to see us use our technology resources more efficiently, but more than that, they want our leadership in using technology effectively for the organization as a whole. We can’t do this if we’re all working in separate silos.” Heads began nodding around the room as she continued. “At present, every business unit has its own IT architecture and architects and each of you believe you are making the ‘right’ technology decisions but you are all doing it differently.” The head nodding stopped and a mood of wariness took over. “No one in
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