Understanding organizations and their needs for new technology has never been more challenging than in today’s high-tech business world. Enterprise managers are required to coordinate with other departmental managers, direct their personnel and solve problems along the way. Communicating new designs to IT for needed applications may not be in the manager’s skillset. When the enterprise grows rapidly or tries to compete in new areas, a set of basic diagrams illustrating common workflows may no longer accurately reflect the complex environment. What is needed is a simple method for illustrating the enterprise as a whole, interoperable structure so managers and workers alike can describe their requirements in the unique vocabulary of their industry. REBAR offers a novel approach for using key strategic and operational business documents, written in natural language, as the basis for the formal enterprise ontology. Popular semantic web standards, including RDF, FOAF and DC, provide generic terms already designed to convey the subject–predicate–object structure of natural language in a social structure. The REBAR enterprise ontology extends these existing standards, thus evolving a socio-technical model of the functional organization distilled directly from existing enterprise documents. REBAR captures the essence of the unique enterprise in a graphical application that can be queried and dynamically recombined to illustrate details of complex workplace collaborations. An enterprise ontology should unite all defined departmental functions authorized by executive enterprise managers. Additionally, findings indicate the REBAR ontology has the potential to provide a reusable structure for linking core social business functions of the enterprise to other explicit enterprise knowledge, including policies, procedures, tech manuals, training documents and project metrics. The REBAR methodology offers evidence that the enterprise is more than the sum of its parts, it is the bridge unifying explicit and tacit knowledge during work projects across the entire enterprise.
PhD thesis. As Small and Medium Enterprises (SMEs) compete in a dynamic ecosystem of firms, their businesses continuously face the challenge of creating sustained value by managing socio-technical resources/capabilities and aligning them with changing market needs. Accelerating technological changes, rapidly changing market demands and growing globalized collaborative ecosystem of organisations, in addition to SMEs’ inherent resource limitations and constraints, underscore the SMEs’ critical need for strategic developments and execution. The SME’s combined internal and external challenges and requirements call for the support of a Business Architecture (BA) – a strategic management tool to facilitate the development and configuration of socio-technical resources/capabilities and capitalise on the ecosystem and market opportunities. Using the Design Science methodology this research aims to develop and evaluate a simple but holistically comprehensive Business Architecture (BA) that shall ideally help SMEs implement entrepreneurial practices that have the capacity to articulate and execute their business strategies to align with the changing environments. In particular using extensive exploratory literature review I identify underlying drivers of SME requirements for a BA practice. Then I explicate the research problem and BA practice requirements using a semi-structured interview of SME managers/executives and E/BA experts. Derived from identified SMEs’ internal and external strategic requirements, I develop the conceptual model for the SMEs’ Business Architecture Reference Model (BARM) by integrating diverse but interrelated disciplines including
The way we interact with business is changing, from online to offline. Organizations are going through fundamental upheaval. At the heart of this change is the business architect. Once considered a niche role, the business architect is now one that most organisations have on the employee headcount, for tackling strategy to leading and shaping transformation. In this paper, authors Mike Clark, founder of Cohesion 360 and Whynde Kuehn, Principal of S2E Consulting Inc., answer some of these core questions, with the aim of laying down a blueprint for the evolution of business architecture and the business architect role for business architecture practitioners, for organisations, and for the business architecture discipline overall.