Aligning goals and services through goal and business modelling

Andersson, Birger; Johannesson, Paul; Zdravković, Jelena

doi:10.1007/s10257-008-0084-2

Cited by 50 publications

(35 citation statements)

References 22 publications

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“…Other research [1,3,4,8] has examined the link between e3-value and strategy models. As these techniques make use of e 3 -value as value modeling formalism, their focus is on external value exchanges.…”

Section: Related Researchmentioning

confidence: 99%

“…Although this research effort takes into account both external value exchange and internal value creation (which distinguishes it from [1,[3][4][5][6][7][8]), a delineated strategic context, in which value models are applied, is still not present.…”

Section: Related Researchmentioning

confidence: 99%

“…This focus on value creation and exchange is particularly relevant for the alignment of the strategic and the operational layer of the business architecture [1,2]. Value models can bridge the conceptual gap that exists between strategy formulation, as specified by goal modeling, and the operationalization of a strategy, which is addressed by process models [1,3,4]. To this end, value models should represent strategy implementation choices.…”

Section: Introductionmentioning

confidence: 99%

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Towards a Strategy-Oriented Value Modeling Language: Identifying Strategic Elements of the VDML Meta-model

Roelens

Poels

2013

Lecture Notes in Computer Science

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Abstract. The concept of value is increasingly important in organizations. This has led to the creation of value models that capture internal value creation and the external exchange of value between the company and its value network. To facilitate strategic alignment, the meta-model specification of value modeling languages should both fully reflect the strategic choices of a company and define 'what' a company must do to realize value creation. In this paper, the Value Delivery Modeling Language (VDML) meta-model elements are assessed by applying these two requirements. The resulting strategy-oriented VDML metamodel perspective is obtained by applying the Design Science methodology, which also includes the use of a case example to demonstrate its utility. Keywords: value model, strategy orientation, business model, VDML IntroductionValue modeling gets increasing attention in the field of Conceptual Modeling. These modeling techniques can be used to represent the internal creation of value and the exchange of value between the organization and its external value network. This focus on value creation and exchange is particularly relevant for the alignment of the strategic and the operational layer of the business architecture [1,2]. Value models can bridge the conceptual gap that exists between strategy formulation, as specified by goal modeling, and the operationalization of a strategy, which is addressed by process models [1,3,4]. To this end, value models should represent strategy implementation choices.As of yet, it has not been investigated whether the current value modeling languages capture strategy implementation, which results in the development of ad-hoc models with a limited strategic modeling scope (see also section 2.2). Consequently, the current value models are not able to effectively support strategic alignment.To solve this gap, this paper proposes two requirements for value models, i.e., (1) fully reflecting the strategic choices made by the company (i.e., the completeness requirement) and (2) using concepts that describe 'what' a company must do to create value for itself and its environment, without committing to the required operational details (i.e., the strategy implementation depth requirement). These requirements are derived from the business model literature in Management and Organization Science, which is concerned with the strategic logic of an organization, i.e., what a company must do to create value for itself and its stakeholders. As both value modeling and business

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Section: Related Researchmentioning

confidence: 99%

Section: Related Researchmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Towards a Strategy-Oriented Value Modeling Language: Identifying Strategic Elements of the VDML Meta-model

Roelens

Poels

2013

Lecture Notes in Computer Science

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“…Other works have also extended i* [22] and related frameworks (e.g., URN [23]) towards enterprise and business modeling, e.g., [24]. A recent extension of URN includes indicators [2], but does not address the question of how to link the business level view to technology.…”

Section: Related Workmentioning

confidence: 99%

Towards Model-Based Support for Managing Organizational Transformation

Barone

Peyton

Rizzolo

et al. 2011

Lecture Notes in Business Information Processing

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Abstract. In an increasingly connected and dynamic world, most organizations are continuously evolving their business objectives, processes and operations through ongoing transformation and renewal, while their external environment is changing simultaneously. In such a setting, it is imperative for organizations to continuously monitor their performance and adjust when there is a need. The technology that delivers this monitoring capability is called Business Intelligence (BI), and over the years it has come to play a central role in business operations and governance. Unfortunately, there is a huge cognitive gap between the strategic business level view of goals, processes, and performance on one hand, and the technological/implementation view of databases, networks, and computational processing offered by BI tools on the other.In this paper, we present a model-based framework for bridging this cognitive gap and demonstrate its usefulness through a case study involving organizational transformation. The business view is modeled in terms of the Business Intelligence Model (BIM), while the data collection and reporting infrastructure is expressed in terms of the Conceptual Integration Model (CIM). The case study involves a hospital implementing a strategic initiative to reduce antibiotic resistant infections.

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“…Nonetheless, it has evolved considerably in the past decade with the development of taxonomies and categorizations [6][7][8][9][10][11][12][13], including the emerging concept of business model innovation [14][15][16][17][18][19][20]. Nowadays, business models use a system-level approach to define the manner and framework within which organisations will create, deliver and capture value [20].…”

Section: Introductionmentioning

confidence: 99%

Business analysis for a sustainable, multi-stakeholder ecosystem for leveraging the Electronic Health Records for Clinical Research (EHR4CR) platform in Europe

Dupont¹,

Béresniak²,

Sundgren

et al. 2017

International Journal of Medical Informatics

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IntroductionThe Electronic Health Records for Clinical Research (EHR4CR) technological platform has been developed to enable the trustworthy reuse of hospital electronic health records data for clinical research. The EHR4CR platform can enhance and speed up clinical research scenarios: protocol feasibility assessment, patient identification for recruitment in clinical trials, and clinical data exchange, including for reporting serious adverse events. Our objective was to seed a multi-stakeholder ecosystem to enable the scalable exploitation of the EHR4CR platform in Europe, and to assess its economic sustainability. Materials and methodsMarket analyses were conducted by a multidisciplinary task force to define an EHR4CR emerging ecosystem and multi-stakeholder value chain. This involved mapping stakeholder groups and defining their unmet needs, incentives, potential barriers for adopting innovative solutions, roles and interdependencies. A comprehensive business model, value propositions, and sustainability strategies were developed accordingly.Using simulation modelling (including Monte Carlo simulations) and a 5-year horizon, the potential financial outcomes of the business model were forecasted from the perspective of an EHR4CR service provider. ResultsA business ecosystem was defined to leverage the EHR4CR multi-stakeholder value chain. Value propositions were developed describing the expected benefits of EHR4CR solutions for all stakeholders. From an EHR4CR service provider's viewpoint, the 3 business model simulation estimated that a profitability ratio of up to 1.8 could be achieved at year 1, with potential for growth in subsequent years depending on projected market uptake. ConclusionsBy enhancing and speeding up existing processes, EHR4CR solutions promise to transform the clinical research landscape. The ecosystem defined provides the organisational framework for optimising the value and benefits for all stakeholders involved, in a sustainable manner. Our study suggests that the exploitation of EHR4CR solutions appears profitable and sustainable in Europe, with a growth potential depending on the rates of market and hospital adoption.

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Aligning goals and services through goal and business modelling

Cited by 50 publications

References 22 publications

Towards a Strategy-Oriented Value Modeling Language: Identifying Strategic Elements of the VDML Meta-model

Towards a Strategy-Oriented Value Modeling Language: Identifying Strategic Elements of the VDML Meta-model

Towards Model-Based Support for Managing Organizational Transformation

Business analysis for a sustainable, multi-stakeholder ecosystem for leveraging the Electronic Health Records for Clinical Research (EHR4CR) platform in Europe

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