Key Findings（主要发现）
• Common challenges are faced by many financial services firms in pursuing SOA.
（金融客户在推进SOA时遇到的挑战具有共性）
• Organization and service definitions are bigger challenges than technology itself in defining services and achieving reuse.
（在服务定义和实现重用上，企业组织本身和服务的定义比技术本身更具挑战性）
• Both veterans and newcomers to SOA share similar issues in achieving governance and buy-in.
（不管SOA领域的老人还是新人，他们在实现治理和获得认同上所遇到的问题是类似的）
Recommendations（建议）
• Begin by defining a long-term development and acquisition architecture; then decide if SOA is an appropriate part of your future and determine what role it should play.
（起点要从定义长期的开发和包容性架构开始；然后决定SOA是否对你的未来合适并决定它应该扮演什么角色）
• Ensure that sponsorship is committed and able to bridge the business and IT divide.
• Create and empower a centralized function, such as an enterprise architecture group, to support centralized responsibilities, roles and resources. Ensure both business and IT
participation.
（组建和授权一个中央职能部门，例如企业架构组，来支持组织级的职责，角色和资源。保障业务与IT的共同参与）
• Focus on defining processes and workflows to match service requirements and interdependencies.
（专注与定义流程和工作流来满足服务的需求和相互的依赖）
• Improve governance, and provide incentives and rewards to encourage creation of reusable services, and then encourage their reuse.
（加强监控和治理，对于创建可重用服务的要鼓励和激励，并鼓励他们多多复用）
• Communicate value in business terms — not technical terms — to gain business buy-in.
（多用商业的语言沟通价值—尽量不要用技术的词汇—要获得业务的认同）
• Use early wins to gain experience that can be shared across development teams.
（通过早期的尝试来获得经验，并在开发团队中分享）
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