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Digitalization and enterprise architecture management: a perspective on benefits and challenges
(2023)
Many companies digitally transform their business models, processes, and services. They have also been using Enterprise Architecture Management approaches for a long time to synchronize corporate strategy and information technology. Such digitalization projects bring different challenges for Enterprise Architecture Management. Without understanding and addressing them, Enterprise Architecture Management projects will fail or not deliver the expected value. Since existing research has not yet addressed these challenges, they were investigated based on a qualitative expert study with leading industry experts from Europe. Furthermore, potential benefits of digitalization projects for Enterprise Architecture Management were researched. Our results provide a theoretical framework consisting of five identified challenges, triggers and a number of benefits. Furthermore, we discuss in what ways digitalization and EAM is a promising topic for future research.
Context
In a world of high dynamics and uncertainties, it is almost impossible to have a long-term prediction of which products, services, or features will satisfy the needs of the customer. To counter this situation, the conduction of Continuous Improvement or Design Thinking for product discovery are common approaches. A major constraint in conducting product discovery activities is the high effort to discover and validate features and requirements. In addition, companies struggle to integrate product discovery activities into their agile processes and iterations.
Objective
This paper aims at suggests a supportive tool, the “Discovery Effort Worthiness (DEW) Index”, for product owners and agile teams to determine a suitable amount of effort that should be spent on Design Thinking activities. To operationalize DEW, proposals for practitioners are presented that can be used to integrate product discovery into product development and delivery.
Method
A case study was conducted for the development of the DEW index. In addition, we conducted an expert workshop to develop proposals for the integration of product discovery activities into the product development and delivery process.
Results
First, we present the "Discovery Effort Worthiness Index" in form of a formula. Second, we identified requirements that must be fulfilled for systematic integration of product discovery activities into product development and delivery. Third, we derived from the requirements proposals for the integration of product discovery activities with a company's product development and delivery.
Conclusion
The developed "Discovery Effort Worthiness Index" provides a tool for companies and their product owners to determine how much effort they should spend on Design Thinking methods to discover and validate requirements. Integrating product discovery with product development and delivery should ensure that the results of product discovery are incorporated into product development. This aims to systematically analyze product risks to increase the chance of product success.
The relevance of Robotic Process Automation (RPA) has increased over the last few years. Combining RPA with Artificial Intelligence (AI) can further enhance the business value of the technology. The aim of this research was to analyze applications, terminology, benefits, and challenges of combining the two technologies. A total of 60 articles were analyzed in a systematic literature review to evaluate the aforementioned areas. The results show that by adding AI, RPA applications can be used in more complex contexts, it is possible to minimize the human factor during the development process, and AI-based decision-making can be integrated into RPA routines. This paper also presents a current overview of the used terminology. Moreover, it shows that by integrating AI, some unseen challenges in RPA projects can emerge, but also a lot of new benefits will come along with it. Based on the outcome, it is concluded that the topic offers a lot of potential, but further research and development is required. The result of this study help researches to gain an overview of the state-of-the-art in combining RPA and AI.
Purpose
In recognising the key role of business intelligence and big data analytics in influencing companies’ decision-making processes, this paper aims to codify the main phases through which companies can approach, develop and manage big data analytics.
Design/methodology/approach
By adopting a research strategy based on case studies, this paper depicts the main phases and challenges that companies “live” through in approaching big data analytics as a way to support their decision-making processes. The analysis of case studies has been chosen as the main research method because it offers the possibility for different data sources to describe a phenomenon and subsequently to develop and test theories.
Findings
This paper provides a possible depiction of the main phases and challenges through which the approach(es) to big data analytics can emerge and evolve over time with reference to companies’ decision-making processes.
Research limitations/implications
This paper recalls the attention of researchers in defining clear patterns through which technology-based approaches should be developed. In its depiction of the main phases of the development of big data analytics in companies’ decision-making processes, this paper highlights the possible domains in which to define and renovate approaches to value. The proposed conceptual model derives from the adoption of an inductive approach. Despite its validity, it is discussed and questioned through multiple case studies. In addition, its generalisability requires further discussion and analysis in the light of alternative interpretative perspectives.
Practical implications
The reflections herein offer practitioners interested in company management the possibility to develop performance measurement tools that can evaluate how each phase can contribute to companies’ value creation processes.
Originality/value
This paper contributes to the ongoing debate about the role of digital technologies in influencing managerial and social models. This paper provides a conceptual model that is able to support both researchers and practitioners in understanding through which phases big data analytics can be approached and managed to enhance value processes.
Enterprise architecture (EA) is useful for promoting digital transformation in global companies and information societies. In this paper, the authors investigated and analyzed the process for digital transformation in global companies, together with related work in using and applying an enterprise architecture framework for the digital era named the adaptive integrated digital architecture framework (AIDAF). Moreover, they position the AIDAF framework for processing digital transformation in global companies. Based on this analysis, the authors propose and describe a new enterprise architecture process for promoting digital transformation in global companies. Furthermore, the authors propose an adaptive EA cycle-based architecture board framework on digital platforms, while verifying them with case studies in global companies. Finally, the authors clarify the challenges and critical success factors of the process and framework for digital transformation with architecture board reviews in the adaptive EA cycle to assist EA practitioners with its implementation.
Predictive maintenance information systems: the underlying conditions and technological aspects
(2020)
Predictive maintenance has the potential to improve the reliability of production and service provisioning. However, there is little knowledge about the proper implementation of predictive maintenance in research and practice. Therefore, we conducted a multi-case study and investigated underlying conditions and technological aspects for implementing a predictive maintenance system and where it leads to. We found that predictive maintenance initiatives are triggered by severe impacts of failures on revenue and profit. Furthermore, successful predictive maintenance initiatives require that pre-conditions are fulfilled: Data must be available and accessible. Very important is also the support by the management. We identified four factors important for the implementation of predictive maintenance. The integration of data is highly facilitated by Cloud-based mechanisms. The detection of events is enabled by advanced analytics. The execution of predictive maintenance operations is supported by data-driven process automation and visualization.
A holistic approach to digitization enables decision-makers to achieve new efficiency in corporate performance management. The digitalization improves the quality, validity and speed of information retrieval and processing. At present, most corporations are confronted with the problem of not being able to organize, categorize and visualize decision-relevant information. To meet the challenges of information management, the Management Cockpit provides an information center for managers. In accordance with the specific working environment of the executives, the Management Cockpit offers a quick and comprehensive overview of the company's situation. Today, the current situation of a company is no longer only influenced by internal factors, but also by its public image. Social media monitoring and analysis is therefore a crucial component for the external factors of successful management. Real-time monitoring of the emotions and behaviors of consumers and customers thus contributes to effective controlling of allbusiness areas. The intelligent factories promise to collect data for internal factors, but the current reality in manufacturing looks different. Production often consists of a large number of different machines, with varying degrees of digitization and limited sensor data availability. In order to close this gap, we developed a compact sensor board with network components, which allows a flexible design with different sensors for a wide variety of applications. The sensor data enable decision makers to adapt the supply chain based on their internal and external observations in the Management Cockpit. Due to the realtime and long-term monitoring and analytic possibilities the Management Cockpit provides a multi-dimensional view of the company and supports an holistic Corporate Performance Management.
The livestock sector is growing steadily and is responsible for around 18% of global greenhouse‐gas‐emissions, which is more than the global transport sec-tor (Steinfeld et al. 2006). This paper examines the potential of social marketing to reduce meat consumption. The aim is to understand consumers’ motivation in diet choices and to learn what opportunities social marketing can provide to counteract negative environmental and health trends. The authors believe that research to answer this question should start in metropolitan areas, be-cause measures should be especially effective there. Based on the Theory of Planned Behaviour (TPB, Ajzen 1991) and the Technology‐Acceptance‐Model by Huijts et al. (2012), an online‐study with participants from the metropolitan region (n = 708) was conducted in which central socio‐psychological constructs for a meat consumption reduction were examined. It was shown that attitude, personal norm and habit have a critical influence on the intention to reduce meat consumption. A segmentation of consumers based on these factors led to three consumer clusters: vegetarians/flexitarians, potential flexitarians and convinced meat eaters. Potential flexitarians are an especially relevant target group for the development of social‐marketing‐measures to reduce meat consumption. In co‐creation‐workshops with potential flexitarians from the metropolitan region, barriers and benefits of reducing meat consumption were identified. The factors of environmental protection, animal welfare and desire for variety turn out to be the most relevant motivational factors. Based on these factors, consumers proposed a variety of social marketing measures, such as applications and labels to inform about the environmental impact of meat products.
Companies are continuously changing their strategy, processes, and information systems to benefit from the digital transformation. Controlling the digital architecture and governance is the fundamental goal. Enterprise Governance, Risk and Compliance (GRC) systems are vital for managing digital risks threatening in modern enterprises from many different angles. The most significant constituent to GRC systems is the definition of controls that is implemented on different layers of a digital Enterprise Architecture (EA). As part of the compliant aspect of GRC, the effectiveness of these controls is assessed and reported to relevant management bodies within the enterprise. In this paper, we present a metamodel which links controls to the affected elements of a digital EA and supplies a way of expressing associated assessment techniques and results. We complement a metamodel with an expository instantiation of a control compliance cockpit in an international insurance enterprise.
Business process models provide a considerable number of benefits for enterprises and organizations, but the creation of such models is costly and time-consuming, which slows down the organizational adoption of business process modeling. Social paradigms pave new ways for business process modeling by integrating stakeholders and leveraging knowledge sources. However, empirical research about the impact of social paradigms on costs of business process modeling is sparse. A better understanding of their impact could help to reduce the cost of business process modeling and improve decision-making on BPM activities. The paper constributes to this field by reporting about an empirical investigation via survey research on the perceived influence of different cost factors among experts. Our results indicate that different cost components, as well as the use of social paradigms, influence cost.