Digital Enterprise Transformation - 360Â° Journal

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METHODOLOGY | RESEARCH30ness transformation – and not a “megamethodology” that is bound to fail whentrying to be broad and deep at the sametime. Therefore, we understand BTM 2 asa framework rather than a method.Being able to successfully handleboth EAM and BTM is the key tolong-term success.ConclusionAs mentioned above, there are someopinions present which propose to combineEAM with BTM characteristics. Whyis that the case?EAM and BTM have much in common.Enterprise Architects and BT expertsshare many important skills, deal withmany similar matters, use many comparabletechniques and tools, havesome common stakeholders, are bothconcerned with transformation, and areboth involved in change projects. Bothapproaches need continuous investment– for EAM the continuous effort ofmaintaining the architecture landscapeis comparably high, for BTM the investmentsin the single transformation programsare necessary. Current developmentsin EAM (e.g. positioning it as amore business-oriented approach andfocusing less on the IT side) might reinforcetheir commonalities.While the goals, outputs, organization,processes, tools, and management ofboth approaches might be somewhatdifferent, interfaces and shared activitiesneed to be created and preserved. As aconsequence, this article should not bemisunderstood as an attempt to positiontwo approaches against each other thatinstead should work hand-in-hand. Whilethe transparency and analyses createdby EAM are an invaluable input for BTM,and the “to-be” designs and change projectroadmaps of EAM need to be seenas an integrated implementation componentof BT, BTM outputs constitute themost important inputs for EAM.Due to the illustrated differences instakeholders, goals, value creation logic,control, width, depth, mandatory skills,and organization, EAM and BTM shouldbe regarded as different managementapproaches. That would help to fostera clear further development and focusof both approaches: Be it the supportof business and IT alignment in case ofEAM, or the focused support of transformationsin the case of BTM. Being ableto successfully handle both, EAM andBTM, from our point of view is the key tolong-term success of a company.BIBLIOGRAPHY►►►►Aier, S., Gleichauf, B., Winter, R. (2011). Understanding Enterprise Architecture ManagementDesign – An Empirical Analysis. In: Bernstein, A., Schwabe, G. (eds.). The 10th InternationalConference on Wirtschaftsinformatik WI 2011, 16.02.2011. Zurich. 645–654.Aier, S., Kurpjuweit, S., Saat, J., Winter, R. (2009). Business Engineering Navigator – A “Business toIT” Approach to Enterprise Architecture Management. In: Bernard, S., Doucet, G., Gøtze, J., Saha,P. (eds.). Coherency Management – Architecting the Enterprise for Alignment, Agility, andAssurance. Bloomington: Author House.►►Rouse, W. B. (2005). A Theory of Enterprise Transformation. Systems Engineering, 8, 279-295.►►Stiles, P., Uhl, A. (2012). Meta Management: Connecting the Parts of Business Transformation.360° – the Business Transformation Journal, issue no. 3, February 2012, 24-29.►►The Open Group (2011). The Open Group Architecture Framework (TOGAF) Version 9.1,The Open Group.►►Townson, S. (2008). Why does Enterprise Architecture Matter? San Francisco, The Open Group.►►Uhl, A., Gollenia, L.A. (eds.) (2012). A Handbook of Business Transformation ManagementMethodology. Farnham, UK: Gower Publishing, forthcoming.
METHODOLOGY | RESEARCHServiceAUTHORSProf. Dr. Robert Winter is a fulltime professor of business & information systems engineeringat the University of St.Gallen (HSG) and director of the Institute of InformationManagement. In addition to research in situational method engineering, he is responsiblefor projects and publications (over 150 journal articles and books) in areas likeenterprise architecture and transformation management.robert.winter[at]unisg.chSimon Townson is a Chief Enterprise Architect, and Business Transformation Principalat SAP. For the last 18 years, he has worked as a lead IT consultant with a variety ofindustry sectors to help transform their organizations. Simon was one of the contributorsto SAP’s Enterprise Architecture Framework that was incorporated into TOGAF.He works as a trusted client advisor with the CTO and strategy functions of large SAPenterprise customers.simon.townson[at]sap.com31Prof. Dr. Axel Uhl is head of the Business Transformation Academy at SAP. He hasbeen a professor at the University of Applied Sciences and Arts Northwestern Switzerland(FHNW) since 2009. Axel Uhl received his doctorate in economics and hismaster in business information systems. He started his career at Allianz and workedfor DaimlerChrysler IT Services, KPMG, and Novartis. His main areas of research aresustainability and IT, leadership, and business transformation management.a.uhl[at]sap.comNils Labusch is a research assistant and PhD student at the University of St.Gallen(HSG). After graduate studies and work in Münster and New Jersey he joined the groupof Prof. Winter at the Institute of Information Management in 2011. His current researchtopics are related to the support of business transformations and the related decisions.nils.labusch[at]unisg.chJoerg Noack is SAP Chief Solution Architect at SAP America Inc., with over 18 yearsof experience in the IT industry. He is certified as SAP Global Business TransformationManager and engages as trusted advisor for international enterprises to masterimplementation of SAP Business Suite components on a global scale.joerg.noack[at]sap.com
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