Business Transformation Manager Research Articles

СТРУКТУРИРОВАНИЕ ГРУППЫ ПРОЕКТА ЦИФРОВОЙ ТРАНСФОРМАЦИИ ОРГАНИЗАЦИИ

The article discusses ways of structuring roles and reporting relationships for such key persons in the field of digital transformation management of a company as: project manager, technical director, functional managers, business project managers, solution architects, data flow management manager, change management manager, support project quality and other key roles of the digital business transformation management team that ensure its effectiveness.

Knowledge Management Evaluation Using Digital Capability Maturity Model in Higher Education Institution

In the higher education institutions, they recognize the value of knowledge management (KM) in enhancing organizational performance and productivity. However, the current KM system faces challenges in adapting to modern issues and suffers from inefficient utilization. This paper aims to address these shortcomings by identifying the maturity level of KM using a digital capability maturity model (DCMM). To achieve this objective, data were collected through interviews, questionnaire surveys, and observations, and a descriptive data analysis method was employed. The study utilized the model's eight Business Transformation Management (BTM) disciplines to gain a comprehensive understanding and holistic analysis of digital transformation. The research findings revealed a defined maturity level (Level 3) of Effective Knowledge Worker Digital Capability. This suggests the need for strategic improvements to propel the institution towards a higher level of digital readiness. To elevate the KM maturity level, the paper recommends the development of a web-based Knowledge Management System (KMS) as a pilot project within the IT Operational department, before its potential company-wide implementation. The proposed KMS includes eight essential features, including document management, lessons learned, project management, announcements, schedules, FAQ page, and forum. This web based KMS promises to enhance knowledge sharing, collaboration, and accessibility. Beyond the specific institution studied, the research offers valuable insights for other organizations seeking to evaluate and improve their KM performance. By adopting the digital capability maturity model and considering the suggested features in the KMS, institutions can drive innovation and better adapt to the evolving landscape of knowledge management. Ultimately, this research contributes to the advancement of knowledge management theory and practice in higher education institutions, offering strategies to boost organizational agility and knowledge utilization. The findings can guide decision-makers in enhancing their KM strategies, ultimately leading to improved organizational outcomes and increased competitiveness in today's dynamic and rapidly changing environment.

Research on the Design of Business Models and Transformation Management of New Entrepreneurial Ventures Driven by Artificial Intelligence

This study aims to explore the design of business models and transformation management of new entrepreneurial ventures driven by artificial intelligence (AI). Through literature analysis, the study delves into the impact of AI applications on business models in new entrepreneurial ventures and explores effective strategies for transformation management. Firstly, the research reviews the concepts and development of artificial intelligence, analyzes the theoretical foundations of business model design for new entrepreneurial ventures, and emphasizes its importance. Secondly, this paper discusses the opportunities and challenges brought by artificial intelligence to traditional business models, as well as the role and influence of artificial intelligence in enterprise transformation management. Finally, focusing on business model innovation, the research reveals methods and strategies for utilizing artificial intelligence technologies in business model innovation. The research findings indicate that artificial intelligence has a significant impact on the design of business models and transformation management in new entrepreneurial ventures, providing innovative opportunities and effective transformation pathways. However, the study also has certain limitations, and future research can further explore other relevant factors and expand the sample size for a more comprehensive understanding.

The Selection and Training Framework for Managers in Business Innovation and Transformation Projects

The riskiest factor in transforming a traditional business environment (BE) into a lean and automated BE is the role of the profile and the corresponding TOGAF managerial recommendations 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 “The OpenGroup Architecture Framework” (TOGAF)[66] managerial recommendations of such a business transformation manager has not been sufficiently researched in a holistic manner in order to hammer the BTM’s profile and the corresponding TOGAF managerial recommendations; and that is the main goal of the authors’ research [52][37][38]. In fact, currently there are no TOGAF managerial recommendations and educational curricula for such BTM profiles. This research paper deals with the TOGAF managerial recommendations for the BTM selection and education; who has to manage the technical implementation phase of complex business transformation projects; knowing that the BTPs’ implementation phase is the major cause of very high failure rates [20][21]. The implementations of such business transformation projects require a specific set of enterprise business architecture knowledge. The authors have based their research on the main fact that only around 12% of business organizations successfully terminate innovationrelated business transformations projects [8]. “We know that those organizations that are consistently successful at managing innovation-related changes outperform their peers in terms of growth and financial performance” [7]. Therefore, there is an essential need for more research on the BTMs’ profiles and the TOGAF related managerial recommendations. This research project presents an original set of factors and fulfills the need for an efficient tree reasoning model, in the form of a real world framework and recommendations, which affect the BTM’s selection techniques. BTM selectors, professional analysts, project managers, auditors and advanced computer science students, will benefit from this research project.

The Selection and Training Framework for Managers in Business Innovation and Transformation Projects

The riskiest factor in transforming a traditional Business Environment (BE) into an innovative and business lean oriented BE is the role of the business and (e-)Business Transformation Manager (BTM). The basic profile of such a BTM has not been sufficiently investigated in a holistic and educational manner. The characteristics of a suitable BTM profile is the main goal of the author's selection and training framework (STF) research project; that started in the year 2010. In this research paper, the author tries to prove that the STF research methodology, design and prototype (STF_RMDP) can be applied in a "real world case"; that is in fact the final phase. This final phase is labelled the "STF research empirical model". This whole research is a part of the author's doctorate in business administration. The STF_RMDP results define the optimal BTM profile who has to cope with complex business transformation projects (BTP). These BTPs need a specific set of skills, especially for the final and the very difficult implementation phase (Trad, Kalpic, IMRA, 2013-an award winning paper). The BTP's implementation phase is the major cause of high failure rates. The BTMs' needed hands-on skills; these skills should encompass: 1) knowledge of business process and services (BPs) technologies, 2) automated real-time business environments, 3) project management, 4) knowledge integration, 5) organizational behaviour, 6) management sciences methodologies 7) enterprise application integration and other concrete BTP implementation phase know-how artefacts. Therefore the researcher recommends the technocrats profile (Fahroomand, 2004) as a "base profile" for such BTPs; that need to be complemented with crossfunctional skills (Trad, Kalpic, ITI, 2013). More specifically, this research focuses on the influence of the BTMs' hands-on business architecture experience, background and education, on managing complex BTP implementations. Where such transformations integrate avant-garde innovation, knowledge and technology. “We know that those organizations that are consistently successful at managing innovation-related changes outperform their peers in terms of growth and financial performance” (Tidd, 2006). The author has based his research model on the main fact that only around 12% of business organizations successfully manage innovation-related business transformations initiatives. Therefore, there is an important need for a dynamic and automated way of selecting and training future BTMs. BTMs who would be capable of implementing such complex BP based systems (Tidd, Bessant, 2009). Where STF_RMDP is the empirical model with which the author wants to prove that future BTMs can be selected to successfully build or reengineer various electronic and lean BE (ELBE) components. The empirical model will contain a real world prototype and surveys that will generate the need data sets the qualitative research approach.

A Transformation Framework Proposal for Managers in Business Innovation and Business Transformation Projects-Enterprise Patterns Based Architecture

A determinant success factor in transforming a traditional business environment into an innovative and lean enterprise architecture pattern is the role of the applied set of patterns that are based on services and building blocks. Such a business transformation process should be assisted with an efficient transformation and architecture framework that includes an enterprise patterns, services and building blocks assembling concept. Enterprise pattern based concepts can change the transformation project's outcomes and make the business transformation projects agile, maintainable and interoperable. The business transformation manager's (BTM) and enterprise architect's roles are crucial for the finalization of the very complex implementation phase of the business transformation project (BTP). During this phase the BTM's knowledge is determinant to design and implement the set of enterprise patterns, services, system's integration bus and building blocks. Enterprise patterns express a fundamental structural model for the transformed end-system. They provide a set of predefined composite patterns with their responsibilities and relationships. An enterprise pattern provides a scheme for unbundling the components of a monolithic system and defines the relationship between them; it also abstracts a general structure of related services that promote a general design for a specific BTP context1.

The Business Transformation Framework for Managers in Business Innovation Transformation Projects

A decisive economical factor in the business transformation project (BTP) of a traditional business environment (BE) into an automated business environment, is the profile of the business transformation manager (BTM), who should be supported by a framework (Trad, & Kalpic, 2001; ). The BTM's profile and its relation to enterprise business architecture skills, have an ultimate impact on the concrete implementation phase of business transformation and related enterprise architecture projects. The basic profile and managerial aspects of BTM profiles and its support, have not been sufficiently researched, to hammer an optimal profile and a corresponding supporting framework that is why this research article proposes the related BTP's managerial recommendations and conclusions. This research paper and the related research publications series deals with the BTP's support for the BTM's selection, architecture support, decision making and training requirements; where the BTM, has to manage the complex technical implementation phase of the BTPs; knowing that this phase of a BTP is the major cause of very high failure rates.

A Transformation Framework Proposal for Managers in Business Innovation and Business Transformation Projects-intelligent Atomic Building Block Architecture

Today's dynamic global economy forces business companies to struggle for survival; where such companies must be competitive and loosely interconnected in a wide networked business market. It is not a secret that a solid business environment that wants to insure its sustainable business future must adapt itself to frequent business transformation processes, to adapt to such a situation a building block based solution is proposed to support the business transformation project. Such a building block strategy for frequent business transformation changes is translated in a set of recommendations that support the company's business resources in order to optimize the companies’ various business and information technology resources. Unfortunately, most of business transformation projects fail, because of the very difficult business transformation project's “decoupled and technical” implementation or re-engineering phase. The author recommend a re-engineering phase that is based on atomic building blocks architecture; where the business transformation manager must have the right skills to model and prototype the most important Atomic Business Blocks, in order to insure the successes of business transformation projects. It is recommended to apply the adequate atomic business architecture and the needed modeling concepts. Such concepts are based on a one to one mapping pattern that is in turn based on enterprise architecture standards. Business transformation projects should apply an Atomic Business Blocks driven implementation phase that will help the implementation capability of the business transformation project; such an approach needs a specific a set of integration, modeling and prototyping skills 1,2,3 .

The Selection and Training Framework (STF) for Managers in Business Innovation Transformation Projects - Business Enterprise Architecture Integration

Abstract An important factor in the 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) [32] . The profile of a BTM and its relation to business enterprise architecture integration skills that have an enormous impact 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 business enterprise architecture integration recommendations, as a conclusion to this research phase; and that is the main goal of the authors’ research topic [3–5] . In fact, currently there is no business enterprise architecture integration set of recommendations and educational curriculum for such BTM profiles [6] . This research paper deals with the business enterprise architecture integration for the BTM selection, training and evaluation; 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 [9,10] . 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] . There is evidence that that those organizations that are consistently successful at managing innovation-related changes, outperform their peers in terms of growth and financial performance [8] . Therefore, there is an essential need for more research on the BTMs’ profiles and a necessity to propose the related concept of business enterprise architecture integration. Increasingly competitive business environments; like mechanistic organisations [11] are the main driving forces for investment in the transformation of flexible and efficient business environments. The success of such transformations, implementation and maintenance of business environments influences the way business-oriented processes are managed and integrated, that consequently forces business enterprise to continuously innovate. Many BTM selection factors directly or indirectly affect the business environments’ transformation, into a mechanistic organisations; they especially affect their implementation phase. These factors are based on the business transformation manager's skills. In this research project the authors introduce a complex methodology for selecting a business transformation manager in order to finalize the implementation phase which should fully support the company's strategic and business needs. The Selection and Training Framework (STF) uses different components of the business environment to promote an iterative process of selection and training. The framework promotes the needed BTM's skills to insure the high level of reusability of existing artefacts, components and enterprise architecture paradigms. Components of this methodology have been successfully applied in the authors’ consultant careers, and results are implemented in various mechanistic business environments. The optimum choice among suitable BTM profiles is the main goal of the authors’ selection and training framework (STF) research project.

The Selection and Training Framework (STF) for Managers in (e-)Business Innovation Transformation Projects – Managerial Recommendations

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.

The Selection and Training Framework (STF) for Managers in in (e-)Business Innovation Transformation Projects-the Literature Review

In this article, as one in a planned series of articles related to the research of failure rates in business transformation projects, the authors present the literature review. This research deals with one of the riskiest factors in transforming a traditional business environment (BE) into an innovative and automated BE: the role of the business and (e-)business transformation manager (BTM). The current literature has not sufficiently investigated the BTM's capacities to carry out such projects and especially his or her capacities to finalize the implementation phase. There is a lack of a holistic approach to the topic. This research phase concentrates on the resources related to the optimal BTM profile, one who would be capable of successfully completing the implementation. Therefore, this literature review verifies the resources related to the preferred BTM characteristics that make it possible to cope with complex e-business automation projects; projects which mainly fail because of the BTM's lack of concrete knowledge required for the implementation. It is important to understand that these projects need a set of specific skills. This set of skills must also encompass the knowledge of real-time integrated business environments, knowledge of organizational behaviour-change and implementation know-how. The researchers recommend the profile of a polyvalent technocrat as the base profile for the BTM of such projects that require cross- functional skills.

A Breakthrough From an Unexpected Corner: Turning an Old Technology Into a Paradigm Shift

This paper elucidates the history, the design philosophy of innovation and the transformation of an old process-technology into a breakthrough, evidence-based therapy with international medical acceptance, verification of effectiveness as well as the strategic business model employed. Pulsed electromagnetic field therapy (PEMFT) was not medically acceptable and was, until recently in disrepute, professionally speaking. A revisiting of the technology with reference to the partially inconsistent, yet positive anecdotal results obtained, gave rise to in-depth analysis as well as scientific research conducted by independent institutions which resulted in the identification of the key physiological parameters which in turn could be related to a significant improvement of pathologies. By applying and promoting a systems approach as practiced by engineers who were involved in complex multidisciplinary projects for many years, a different perspective on the innovative development of PEMF therapy was established. The innovative process-based therapy working mainly at cellular and self-regulation level was a paradigmatic departure from the indication-based therapy as applied to pharmaceutical therapy. Over the past 10 years exceptional breakthroughs of the nonsymptom based therapy have been documented through clinical trials, scientific medical investigations and the publication of relevant literature. The turn-around of the old and insufficiently understood technology into an innovative, significant, scientific breakthrough-technology, requires a paradigm shift which is analogous to working in a different culture. It is surmised that this paradigm shift will strongly influence medical schools and practitioners over the next 5–10 years. The authors, as “outsiders” to the medical discipline, bring an engineering perspective to bear on the development of innovative but system-integrated medical devices which can promote the medical device industry and bring system engineering approaches into the realm of medical technology and therapy. Both authors have presented a number of papers at international conferences individually and in partnership on the topics of strategic business leadership and business transformation, system thinking and holistic management model development for high technology companies.

Siemens

The case study describes the issues surrounding the expansion of the community-based knowledge management system (KMS) ShareNet to the research and development (R&D) function at Siemens Information and Communication Networks (ICN). It sets the stage for a decision situation that Siemens ICN’s vice president business transformation and knowledge management, Janina Kugel, faced in 2003. While R&D usage rates differed not remarkably from other Siemens ICN functions, a strategic emphasis on innovative products and services — as well as ambitious targets for leveraging offshore development resources — necessitated a stronger penetration of this highly relevant function. Could this extension build on earlier experiences gained with the best practice implementation approach at the sales and marketing function? The case description provides a chronological account of ShareNet’s conceptualization, development, international rollout, and operation. It pays attention to information systems (IS) implementation issues, change management, and current developments in the field of knowledge management (KM).