Transformative Enterprise Architecture: Guiding and Governing the Metamorphosis of Organizations and IT Ecosystems by Apte Atul

Author:Apte, Atul [Apte, Atul]
Language: eng
Format: azw3
Published: 2016-01-02T16:00:00+00:00

Transformative (Value System) Changes

TEA considers any change that irreversibly transforms processes (workflows), technologies (IT systems), and people (knowledge base and talent-pool requirements) of a value system to be a transformative change. Transformative changes affect entire value systems and, therefore, require considerable organizational bandwidth (multiple transformation cycles) from every organization involved in the transformation of the value system and every organization involved in the transformed value system. A transformation strategy that calls for transformative changes to multiple value systems has significant risks in implementing the necessary changes and realizing the expected value from the transformed enterprise IT ecosystem. These risks are difficult to mitigate, even if the transformative changes are implemented in phases to change the impacted value systems.

By definition, any combination of people, process, and technology change is categorized as a unique level or type of transformative change in value systems.

We can think of transformative change as a holistic change in value systems where the transformed value system bears no resemblance to previous versions of the value system. Transformative change is also the most disruptive form of value-system change. Different combinations of changes to people, process, and technology patterns qualify as different levels of transformative changes, with simultaneous changes in people, process, and technology being the highest level and most difficult and disruptive type of transformative change. A combination of process and technology change may be a bit easier to implement but can still cause significant impact to the value system and its primary users.

[Fact: It is very difficult to secure long-term support for implementing transformative changes to value systems. Stakeholders tend to lose patience and begin to make significant compromises in implementing transformative changes. The result is a failure of transformation strategies and initiatives. Transformative changes are an essential part of enterprise IT ecosystem transformations and require careful and improved planning.]

Many organizations embark on transformation journeys without adequate understanding of the impacts, the timelines for realizing value, or the organizational bandwidths necessary for successful transformations. Transformation of an enterprise IT ecosystem may call for different levels or types of transformative change to multiple value systems. Invariably each and every type of transformative change begins with technological changes to IT systems. However, these changes need to happen in conjunction with the redesign of processes and changes in skills sets (soft and hard skills) of people associated with the transformed value systems. By defining value-system changes in the form of a change spectrum, TEA enables stakeholders and decision makers to review and approve different combinations of transformative changes to one or more value systems. Some combinations will be more intense forms of change than others will, but each transformative change contributes to achieving the goals and objectives described in transformation strategies and initiatives.

Download

Copyright Disclaimer:
This site does not store any files on its server. We only index and link to content provided by other sites. Please contact the content providers to delete copyright contents if any and email us, we'll remove relevant links or contents immediately.