Management information is not particular difficult to produce, it is difficult to make use of. Management information can be produced in quite a few ways and supported by quite a few methods, but too much management information will eventually clutter … Continue reading Management Information for Managing Innovation
Innovation This blog post deals with innovation in regards to the Enterprise Architecture program. I’ve been able to identify two different approaches to innovation. The first approach to innovation is what I define as incremental innovation. The second approach to innovation is radical innovation. In most cases incremental innovation is innovation in social systems where small improvements have been introduced to the social systems. Likewise is radical innovations forms of innovations that fundamentally changes the social systems e.g. how they work or how they interact with one another. Likewise is the concept of innovation extremely context dependable. For one social … Continue reading Innovation in an Enterprise Architecture Context: Innovating the Business Processes, Technological Services and Corporate Strategies.
This blog post deals with the second and final day of the summer school dealing with Enterprise Architecture. The tagline for the summer school is “Scandinavian Design and Oblique Angles”. The day was characterized as a setup that was dominated by companies and industry professionals who presented topics of a wide variety of topics. A Next-Generation EA Approach to Modeling the Firm using Capability Sets John Gotze has in cooperation with Pat Turner written a paper on how to use capability sets in order to make Enterprise Architecture to work, how to sell Enterprise Architecture and what the value of … Continue reading Week 22 Enterprise Architecture Summer Camp (Day 2)
When it comes to innovation then coherency management is an enabling tool. This means that the organization that is aware of the various processes, the various elements and various technologies enables the apply radical innovation and evolutionary innovation. Schumpeter was of the idea that the single most important function of the organization was to crystalize the innovation in to products that could be used on the market and therefore can innovation be viewed as specific competitive advantage. When it comes to coherency management then innovation can both be radical innovation and it can be process innovation. The difference between radical … Continue reading Coherency Management and Innovation
All organizations have an architecture otherwise they wouldn’t exist or be able to do their business. When Enterprise Architecture tools are applied to an organization then the organization can experience three levels of maturity in their organization. The first level is called the articulated architecture. In this particular level of maturity then the organization has discovered that the tools can be used to enable a greater level of IT and business alignment. If the organization progresses with the coherency projects it has initiated then the organization will eventually reach the extended architecture. The organization has to articulate their architecture so … Continue reading The Architectures
Coherency Management has its focus on how to make the organizations work smarter. By that the business processes have to be altered which will leads to changes in the Information Systems and changes in the organization hierarchy. When such changes occur then the employees and the managers have to work together in a different way which means that the organization culture and the organization subcultures will be challenged. Thereto such projects needs support from the top and middle management and various other stakeholders to succeed. Since Coherency Management can’t be achieved in one single project and the organization has to … Continue reading Coherency Initiation Plan
Currently the IT department has a lot of control on how to govern and administrate the computers in the organization. It is usually based on the idea that the economies of scale is the preferred perspective to make use of e.g., when it comes to discussion on how to enable the users to operate with new features. The CIOs tends to favor ideas of that when the governance committee has decided how the group is designed and who should be consulted when it comes to input and enforcement but they tend not to understand the need for user customization that … Continue reading Governance versus Innovation
