Innovation is becoming increasingly important for Enterprise Architecture (EA) teams. Consequently, it is crucial that tools be developed to assist Enterprise Architecture teams when evaluating how (and how well) they are supporting innovation within the context of their enterprise. To date very little research has been completed that focuses on both EA and innovation. This paper presents an assessment tool to help EA teams evaluate and improve how they support innovation. The tool has been tested in a case study with a hi-tech firm and initial results are presented. In 2015 International Conference on Enterprise Systems (ES).
Despite the growing interest in enterprise architecture management, researchers and practitioners lack a shared understanding of its applications in organizations. Building on findings from a literature review and eight case studies, we develop a taxonomy that categorizes applications of enterprise architecture management based on three classes of enterprise architecture scope. Organizations may adopt enterprise architecture management to help form, plan, and implement IT strategies; help plan and implement business strategies; or to further complement the business strategy-formation process. The findings challenge the traditional IT-centric view of enterprise architecture management application and suggest enterprise architecture management as an approach that could support the consistent design and evolution of an organization as a whole.
The article provides an overview of the challenges and the state of the art of the discipline of Enterprise Architecture (EA), with emphasis on the challenges and future development opportunities of the underlying Information System (IS), and its IT implementation, the Enterprise Information System (EIS). The first challenge is to overcome the narrowness of scope of present practice in IS and EA, and re-gain the coverage of the entire business on all levels of management, and a holistic and systemic coverage of the enterprise as an economic entity in its social and ecological environment. The second challenge is how to face the problems caused by complexity that limit the controllability and manageability of the enterprise as a system. The third challenge is connected with the complexity problem, and describes fundamental issues of sustainability and viability. Following from the third, the fourth challenge is to identify modes of survival for systems, and dynamic system architectures that evolve and are resilient to changes of the environment in which they live. The state of the art section provides pointers to possible radical changes to models, methodologies, theories and tools in EIS design and implementation, with the potential to solve these grand challenges.
The wave of the fourth industrial revolution (Industry 4.0) is bringing a new vision of the manufacturing industry. In manufacturing, one of the buzzwords of the moment is “Smart production”. Smart production involves manufacturing equipment with many sensors that can generate and transmit large amounts of data. These data and information from manufacturing operations are however not shared in the organization. Therefore the organization is not using them to learn and improve their operations. To address this problem, the authors implemented in an Industry 4.0 laboratory an instance of an emerging technical standard specific for the manufacturing industry. Global manufacturing experts consider the Reference Architecture Model Industry 4.0 (RAMI4.0) as one of the corner stones for the implementation of Industry 4.0. The instantiation contributed to organizational learning in the laboratory by collecting and sharing up-to-date information concerning manufacturing equipment. This article discusses and generalizes the experience and outlines future research directions.
Enterprise architecture is practiced in different ways, and there are different types of enterprise architects with quite different roles. This paper looks closer at the role of enterprise architects and the importance of the enterprise architects’ understanding of boundary issues in their practice. The paper suggests that enterprise architects must focus on problem-finding more than problem-solving, and should develop not just more dialectic skills, but also dialogic skills. The paper also argues that the enterprise architects must gain a deeper understanding of the enterprise, and need to start working with other enterprise disciplines.
The book State of the eUnion: Government 2.0 and Onwards was released at 00:00 CET on 18th November 2009. Edited by John GÃ¸tze and Christian Bering Pedersen, and foreworded by Don Tapscott, the book is a cornucopia of ideas and experiences from thought-leaders on three continents.