Sep 21, 2011, by
Call for Papers ECIS 2012 - Track Coordinating enterprise transformations
http://www.ecis2012.eu/tracks/enterprise-transformation.html
June 10-13, 2012, Barcelona, Spain (http://www.ecis2012.es)
** Deadline for paper submissions: December 1, 2011 **
** Submission details/procedure will be listed on http://www.ecis2012.es **
Modern day enterprises, be they businesses, organisations, or government agencies, are in a constant state of flux. Technological developments, changing markets, globalisation, mergers, acquisitions, et cetera are among the "usual suspects" requiring enterprises to transform themselves to deal with these challenges and new realities.
Enterprises therefore need to transform themselves regularly to meet these new challenges, while senior management of these enterprises needs to make conscious decisions about analyzing their current position, the future design of "their" enterprise and the path to "get there". Such transformations cannot be contained to a small set of business objects, but instead range from changes in strategic positioning, goals and value proposition via changes of business processes, organizational structures and responsibilities, via changes to the supporting software systems and data, to changes of the underlying IT infrastructures.
Since many real world transformations are large, they need to be divided into smaller "chunks", typically programs and projects. This raises the need for a coordination mechanism between these "chunks" to safeguard that they all contribute towards the strategic goals set for the transformation as a whole. Even more, this coordination mechanism should also pay particular attention to the much-needed cohesion/alignment between different business objects.
Traditional project/programme management does not provide such coordination, as (1) it focuses on certain limited aspects such as budgets, resource use, or deadlines, and (2) it focuses on specific projects and programmes instead of “the whole”. As a result, projects are prone to conduct local optimisations within their own local parameters. As a consequence, the results of these projects may actually not contribute to (or even hamper) the overall transformation goals. An instrument that has been positioned as a means to coordinate enterprise transformations is enterprise architecture management.
The information systems (IS) discipline is commonly understood to be an integration discipline of people, IT artefacts, and
(organisational) tasks. From an integration perspective, "run IS" and "change IS" need to be differentiated because these lenses focus on different phenomena and artefacts. Enterprise transformation is clearly positioned in the "change IS" perspective. Many IS practitioners will find themselves working in a context of enterprise transformation. It is undeniable that in modern day enterprises, business strategy, business processes and their supporting information systems have nearly "fused". Therefore, it is useful to broaden the scope from analysing and designing specific artefact change (IS development, BPM) towards a more integral view, where business model change, business process change, and IT innovation are analysed and designed not only from an isolated project perspective, but rather from an enterprise-wide perspective.
Topics to be included
- Governance of enterprise transformations
- The role of design authorities
- The enterprise transformation process
- IT-enabled/inspired business transformation
- Outsourcing of business and/or IT processes
- Business-IT alignment
- Change management and/or cultural aspects of organisational transformation
- The role of the CIO in enterprise transformation
- Enterprise architecture management
- The IS perspective of enterprise splits and mergers
- Roles and skills in enterprise transformation
- Economics of enterprise transformation
Types of contributions
- Full research papers, research in progress, case studies on real-life cases.
Track chairs
- H.A. (Erik) Proper (Primary contact). Public Research Centre – Henri
Tudor, Luxembourg and Radboud University Nijmegen, The Netherlands
- Frank Harmsen, Maastricht University, The Netherlands and Ernst &
Young Advisory, The Netherlands frank.harmsen@nl.ey.com
- Pontus Johnson, KTH – Royal Institute of Technology, Sweden pontus@ics.kth.se
- Robert Winter, University of St. Gallen, Switzerland robert.winter@unisg.ch
Associate editors
- Stephan Aier, University of St. Gallen, Switzerland
- Mathias Ekstedt, KTH – Royal Institute of Technology, Sweden
- Khaled Gaaloul, Public Research Centre – Henri Tudor, Luxembourg
- Florian Matthes, Technical University München, Germany
- Wolfgang Molnar, Public Research Centre – Henri Tudor, Luxembourg
- José Tribolet, Technical University of Lisbon, Portugal
- Axel Uhl, SAP Business Transformation Academy and UAS Northwestern,
Switzerland, Switzerland
- John Ward, Cranfield University, Cranfield, United Kingdom
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