Abstract
Abstract The riskiest factor the in business transformation process of a traditional business environment (BE) into an electronic lean and automated (ELBE) one [1] is the role of the profile and educational background of the business and (e-)business transformation managers (BTM); the influence they have on the concrete implementation phase of business transformation projects (BTP). The basic profile and managerial aspects of such a business transformation manager has not been sufficiently researched in a holistic manner in order to hammer the BTM's profile and to propose the related managerial recommendations, as a conclusion to this research project; and that is the main goal of the authors’ research topic [2] , [27] , [28] , [29] . In fact, currently there are no managerial recommendations and educational curriculum for such BTM profiles at hand [42] . This research paper deals with the managerial recommendations for the BTM selection and education. The BTM who has to manage the technical implementation phase of complex business transformation projects; knowing that the BTP's implementation phase is the major cause of very high failure rates [17] , [18] . The implementation of such business transformation projects require a specific knowledge of enterprise business architecture. The authors have based their research on the main fact that only around 12% of business organizations successfully terminate innovation-related business transformations projects [7] . “We know that those organizations that are consistently successful at managing innovation-related changes, outperform their peers in terms of growth and financial performance” [6] , [7] . Therefore, there is an essential need for more research on the BTMs’ profiles and a necessity to propose the related set of managerial recommendations.
Published Version
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