Forretningsudvikling og Digitalisering
Martin van den Berg (2019), som er en af hovedmændene bag IT-arkitektur rammeværket Dynamic Enterprise Architecture, har gennemført et Ph.d.-studie. Studiet har belyst en række faktorer der gør sig gældende i forhold til, hvordan enterprise arkitektur kan bruges til at forbedre beslutninger i informationsteknologier og derigennem forretningsudvikling- og optimering. Først og fremmest finder Van den... Continue Reading →
Mason et al. (2015) har skrevet en bog der er af høj kvalitet i forhold til forståelse af trends der kan anvendes af organisationer og virksomheder med henblik på at skabe produkter og services der kan bruges til at skabe konkurrencefordele. Bogen er velskrevet og indeholder en række interessante betragtninger på, hvordan trends kan identificeres,... Continue Reading →
Pandora er en dansk multinational virksomhed. Jeg anvender i dette blogindlæg bogen “Pandora” af Ole Hall. Bogen fungerer som bekendt kun som sekundære data, men jeg vurderer at der findes andre kilder fx Fondsbørsmeddelelser der understøtter kildens korrekthed, hvorfor jeg henviser til bogen i forskellige situationer i dette blogindlæg. Baggrund Pandora blev etableret som en... Continue Reading →
“A business conglomerate is most likely to have EA at its LOB level. A transnational car manufacturer is most likely to have EA at its top-most corporate level. In crossing organisational or inter-firm boundaries create added requirements for EA.” (Tambo 2017, Enterprise Architecture beyond the Enterprise Extended Enterprise Architecture Revisited, s. 382).
“The role of EAM for guiding strategic change is frequently discussed. A central strategic change goal or outcome is to achieve close alignment or fit between an organization’s desired position in the marketplace and its internal structures and processes. The results suggest that the application of EAM in the strategic change process can support attaining... Continue Reading →
“Enterprise-wide IT architecture appears to be requisite for restructuring resources at the resource level, whereas enterprise architecture supports the development of competences at the organizing level in order to reengineer the enterprise.” (Korhonen & Molnar. (2014). Enterprise architecture as capability: Strategic application of competencies to govern enterprise transformation, s. 178-179).
“In general, EA can be considered as a structured description of the enterprise and its relationships, which may make it the fundamental “management information system” for the enterprise” - Simon et al. (Enterprise architecture management and its role in corporate strategic management, 2013, s. 6).
“The primary mechanism through which EA helps an organisation to improve Resource Complementarity is through the identification of the potential enterprise-wide synergies” - Tamm et al. (2011, s. 155).
"1. Change agent: the enterprise architect supports enterprise leaders in establishing and promoting the best strategy to accomplish business goals and objectives. 2. Communicator: the enterprise assists managers, analysts, systems architects, and engineers in understand the details of the strategy sufficiently well to make decisions and execute the plan that leads to realization of the... Continue Reading →
Korhonen & Molnar (2014) skriver om, at enterprise arkitektur er en evne til at understøtte forbindelse mellem forretningsstrategien til handling.
CoherencyArchitect
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