Most buyers, even the innovative ones, build their IT using the DIY approach if, and only if, they believe they have no other choice. According to TechCrunch guest author David Lee, APIs are mainly used to plug holes and fill gaps with minimal effort. Particularly disruptive exceptions, such as Uber, only serve to prove this rule. But in reality, very few companies piece together all sorts of functions in a completely new way without incurring the risks and costs associated with the technology required to do so.
APIs Aren’t the Whole Meal but They’re a Key Ingredient in the Digitization Recipe

It would be nice if a company could piece together its entire IT landscape with cloud APIs—DIY style—but this image of a “composable enterprise” that is occasionally conjured up will remain wishful thinking for the foreseeable future.
Interfaces that developers use to access services in the cloud have mostly completed the Gartner hype cycle. The best of these services have been powering essential business processes for quite some time. However, that doesn’t mean that enterprises no longer purchase software solutions and are instead building their business applications with countless APIs and microservices to achieve the ultimate, infinite customization.
Most buyers, even the innovative ones, build their IT using the DIY approach if, and only if, they believe they have no other choice. According to TechCrunch guest author David Lee, APIs are mainly used to plug holes and fill gaps with minimal effort. Particularly disruptive exceptions, such as Uber, only serve to prove this rule. But in reality, very few companies piece together all sorts of functions in a completely new way without incurring the risks and costs associated with the technology required to do so.
Most buyers, even the innovative ones, build their IT using the DIY approach if, and only if, they believe they have no other choice. According to TechCrunch guest author David Lee, APIs are mainly used to plug holes and fill gaps with minimal effort. Particularly disruptive exceptions, such as Uber, only serve to prove this rule. But in reality, very few companies piece together all sorts of functions in a completely new way without incurring the risks and costs associated with the technology required to do so.
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