One side effect of scaling SOA has been that BAT's IT organization has had to start reinventing itself. "All of a sudden, you don't have a database guy, a network guy, and a mainframe guy all working on their own," Targonski says. "All their skill sets have to be pulled together because a Web service has so many different touch points to make it work. You really need the right human resources and skills deployed."
For all these reasons, BAT has been developing additional services carefully, targeting key projects to drive SOA and forcing developers to deliver on ROI statements. Some of these initiatives have included transitioning BAT's global messaging backbone from IBM MQSeries to SOA messaging standards and building a new finance application with a Web services-based UI.
Targonski says that it has also been important to make sure BAT's SOA approach is moving in step with that of its largest technology suppliers, such as SAP, and vice versa. "You've got to be cognizant that if you leave existing implementations behind, you're not necessarily delivering real value," he advises. "Evolution, not revolution."