We are all familiar with the differences between our Line of Business (LoB) and IT departments. We have heard the jokes and anecdotes. They are oil and water, cats and dogs, Republicans and Democrats, Venus and Mars. While they are not natural enemies, they do tend to have an adversarial relationship. They each speak their own language and view issues from their own perspectives, which lead to misunderstandings, communication breakdowns and can have a negative impact on the organization. However, since they must work together to make B2B Integration successful, the organizations that figure out how to make that happen will have an advantage over those that don’t. Or cant.
The interesting thing is that they both agree on the importance of B2B Integration to their organization’s success, however, the LoB views IT as an obstacle to effective B2B integration, citing IT as the top two obstacles to success. In a study earlier this year we asked LoB what they is holding back B2B success.
The most common operational issue preventing integration of your B2B Community mentioned by LoB Executives is having “to rely on IT to troubleshoot and resolve issues”, cited by 47%. Additionally, the top two issues cited by LoB as obstacles to B2B success are “IT’s inability to support the volume of B2B partners to onboard” (37%) and “IT cannot support member’s technical requirements” (33%). It is clear that a significant gap exists between IT and LoB. But in order to succeed with B2B Integration it becomes increasingly necessary for these two different groups to find a way to collaborate. Better communication and understanding of each other are just the first steps. Longer term more strategic solutions are required, like creating a liaison role between the two and really stepping into the other side’s shoes. Failure to bridge this divide will limit the success and ROI of your B2B investments. To learn more about how LoB and IT see each other and how they can begin to collaborate more effectively, check out this infographic and research report.