A Visual Approach to Business IT Alignment between Business Model and Enterprise Architecture

Fritscher, Boris; Pigneur, Yves

doi:10.4018/ijismd.2015010101

Cited by 24 publications

(20 citation statements)

References 21 publications

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“…The Business Model Canvas as developed by Osterwalder and Pigneur (2010) is in our view a brainstorming tool, that is mainly focused on marketing new products and services at a high level, while still has a gap in implementation on an operational or ICT -level. Fritscher (2011) tried to bridge this gap by developing a link between BM and Systems Architecture (for recent developments, see Otto et al 2015;Fritscher and Pigneur 2015). The unit of analysis is a specific business with a focus on business marketing and value creation process for a specific customer segment.…”

Section: Literature Reviewmentioning

confidence: 99%

Achieving agility using business model stress testing

et al. 2017

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Business Model (BM) Innovations aim at making systemic changes in the business logic of companies when they are bringing innovative products and services to the market. Companies should be sensitive to changes in their business environment and able to modify their BMs in an agile way. To assess the agility of BMI during specific market entry situations, this paper uses a method that stress tests the value proposition and the components of a BM against contingent uncertainties. We present three qualitative case studies of companies that differ in their market entry approach. Starting from their strategic orientation, these case companies' stress test their Business models and BM components, using a scenario-based identification of uncertainties. The BM Stress Test method contributes to a quick understanding of the components their BM needs to monitor, reconsider, or improve. Such stress testing helps enhance business agility. The research contributes to market strategy and business modelling research by introducing BM Stress Testing as a new method that can achieve and maintain agility regarding BM uncertainties.

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Section: Literature Reviewmentioning

confidence: 99%

Achieving agility using business model stress testing

et al. 2017

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“…Enterprise architecture aligns business and IT through its domains. The EA is a structure for business and IT within an organisation (Rouhani, Mahrin, Nikpay, Ahmad, & Nikfard, ), which is described as a holistic and integrated view of why, where, and who uses IT systems and how and what they are used for within an environment (Fritscher & Pigneur, ). Enterprise architecture acts as a communication tool between aspects of businesses and IT infrastructures.…”

Section: Findings and Discussionmentioning

confidence: 99%

“…It is adduced that due to the generic high‐level nature of EA approaches, their tailoring and adaptation to specific domains, it is difficult and requires skilled and qualified resources (Gill, ). Enterprise architects develop the strategy and enable the decisions for designing, developing, and deploying IT systems to support the business as well as to assess, select, and integrate the technology into the organisation's infrastructure (Fritscher & Pigneur, ). Resources — Resources in organisations include employees, skills, time, finances, technologies, rules and policies.…”

Section: Findings and Discussionmentioning

confidence: 99%

Developing the enterprise architecture for the Namibian government

Shaanika

Iyamu

2018

E J Info Sys Dev Countries

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The Namibian government strive to use the enterprise architecture (EA), to address the incidents of disparities, such as obsolesce, incompatibility, duplications, lack of uniformity, and integration challenges that hampers processes and activities in providing socioeconomic services to the communities of the country. Through its domains, the aim of the EA is to facilitate services towards transformation, development, and growth of socioeconomic activities in the country. However, the deployment of the EA is a challenge because there are implications of practice, which are constraints to the aim of the concept. The objective of this study was therefore to develop a framework, which can be used to guide the deployment of the EA. Based on the framework, we examine the implications of practice, which is intended to improve service delivery through the deployment of the EA. The qualitative methods were used in the study. The semi‐structure technique was applied to collect qualitative data. Based on the findings from the data analysis, a framework was developed, which depicts how the EA is influenced by interactions and relationships that happens between the involved actors, and draws on the implications for services delivery. This study is important to both academic and government, as it reveals on how certain factors manifests themselves, to enable, and at the same time, constrain processes and activities of information systems and technologies.

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“…Other authors emphasize the interrelationship over time. Later, Fritscher and Pigneur [64] focused on other criteria of dynamics. They propose that the dynamics can be interpreted in three ways: (1) Considering the interactions between aspects; (2) Giving different representations of one model depending on the focus or the stakeholder; and, (3) Transforming the model into another version of itself.…”

Section: How Do Other Authors Elaborate the Degree Of Dynamics In Busmentioning

confidence: 99%

Capturing Dynamics in Business Model Frameworks

Khodaei

Ortt

2019

Journal of Open Innovation: Technology, Market, and Complexity

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Business model dynamics is important, because high-tech companies, the technology that they commercialize, and the market in which they operate all change over time. We build on the dynamic capability view of the firm to explain business model evolution and innovation, looking particularly at the dynamics that are created by interactions between business model components over time. We use the following four criteria to assess the degree of dynamics in business model frameworks: completeness of business model aspects, interrelationships between aspects, interrelationships over time, and framework changes over time and across contexts. Business model completeness involves internal company aspects and external environmental aspects. Interrelationships of business model aspects are required to assess business model coherence, which is an important indicator of business model quality. Interrelationships between the environment and business model aspects are required to assess the fit of a particular business model in its context. Interrelationships of these aspects over time are needed to understand business model evolution. Finally, business model frameworks need to be adapted over time and across contexts to keep frameworks simple and useful yet complete. Our analysis shows that current business model frameworks do not meet all four criteria, and thus only partly incorporate dynamics.

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A Visual Approach to Business IT Alignment between Business Model and Enterprise Architecture

Cited by 24 publications

References 21 publications

Achieving agility using business model stress testing

Achieving agility using business model stress testing

Developing the enterprise architecture for the Namibian government

Capturing Dynamics in Business Model Frameworks

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