CC Corporate Intelligence (CC CI)

Type
applied research project
Start Date
September 1, 2011
End Date
December 31, 2020
Acronym
CC CI
Status
completed
Keywords
Corporate Intelligence
Unternehmensarchitektur
Architectural Thinking
Enterprise Transformation
Entscheidungsunterstützung
Business/IT-Alignment
Governance
Description
Veränderung, z.B. durch neue Technologien oder gesetzliche Anforderungen, sind heute die Regel - nicht die Ausnahme. Sie führen oft zu redundanten, konfliktären und nicht nachhaltigen Lösungen.
Wir entwickelt mit Unternehmen deren Fähigkeit, Transformationen auf strategischer und taktischer Ebene zu koordinieren. Wir nennen diese Fähigkeit Corporate Intelligence. Wir gehen dabei über bestehende Koordinationsansätze hinaus indem wir fachliche, finanzielle, personelle, kulturelle und technologische Perspektiven integrieren.
Unternehmen die diese Fähigkeit aufbauen, können kurzfristig notwendige Veränderungen effizient umsetzen und werden langfristig Wettbewerbsvorteile realisieren, da sie ihre Fähigkeiten und Ressourcen gezielt entwickeln.

Aktuell werden insbesondere untersucht:
- Fähigkeiten und Services der architekturellen Koordination von Transformation
- Institutionalisierung von Architectural Thinking
- Von Demand/Supply zu Value Co-creation von Business und IT
Leader contributor(s)
Member contributor(s)
Partner(s)
AXA Winterthur
Barmenia Versicherungen
Bundesagentur für Arbeit
Commerzbank
EnBW Trading
Helsana
Post CH
Raiffeisen Schweiz
RWE
Swiss Re
Funder

External Financing

Topic(s)
Corporate Intelligence
Unternehmensarchitektur
Architectural Thinking
Enterprise Transformation
Entscheidungsunterstützung
Business/IT-Alignment
Governance
Method(s)
Design Research
Methodenkonstruktion: Fallstudien
Empirische Studien
Workshops
Methodenentwicklung/Method Engineering
Referenzmodellierung
Range
Institute/School
Range (De)
Institut/School
Division(s)

IWI - Institute of In...

SoM - School of Manag...

Eprints ID
215450

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    Application of Enterprise Models for Engineering Enterprise Transformation
    (Ges. für Informatik, 2010)
    Aier, Stephan  
    ;
    Gleichauf, Bettina  
    Enterprise models constitute a valuable basis for enterprise transformation because they usually represent a widely accepted image of an enterprise. Practitioners often put a lot of effort in the creation and maintenance of such models that therefore represent a significant investment. However, so far the information contained in enterprise models is to a large extend dateless which means it is hardly used to describe the transformation itself consistently. Therefore we propose a method to systematically derive an enterprise transformation model based on existing models representing enterprise structures at different points in time. The result of the method application is a set of project outlines derived from enterprise models. In order to generalize our approach to a multi-period transformation model capable of coping with dynamic changes and plan deviations we propose a respective conceptual system. Our research artefact (the method) is finally demonstrated in a case study.
    Type:journal article
    Journal:Enterprise Modelling And Information Systems Architectures
    Volume:5
    Issue:1
    URL:https://www.emisa-journal.org/emisa/article/view/67/42
    URI:https://www.alexandria.unisg.ch/handle/20.500.14171/97017
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    Strategies for Establishing Service Oriented Design in Organizations
    (Association for Information Systems, 2012-12-16)
    Aier, Stephan  
    ;
    Joey, F. George
    Service orientation is a broadly discussed design paradigm for information systems engineering. Only recently there have been several contributions to individual dimensions of service orientation like service definition, service modeling, service management or service governance. However, a combination of useful solutions for partial problems might not constitute an effective overall approach to service orientation. We argue that the establishment of service orientation is a wicked [design] problem, i.e. poorly formulated, confusing, and permeated with conflicting values of many decision makers or other stakeholders. Therefore this paper focuses on understanding the design problem of establishing service orientation in organizations in its design dimensions. The paper identifies four strategies for establishing service orientation and derives four propositions on the development paths which may connect these strategies.
    Type:conference paper
    URL:http://aisel.aisnet.org/icis2012/proceedings/ITService/5/
    URI:https://www.alexandria.unisg.ch/handle/20.500.14171/90571
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    Classification of Enterprise Architecture Scenarios - An Exploratory Analysis
    (Ges. für Informatik, 2008-02-01)
    Aier, Stephan  
    ;
    Riege, Christian
    ;
    Winter, Robert  orcid-logo
    Enterprise architecture (EA) provides a powerful basis to transform an organization and to continually align the organization to external and internal demands. The process of transformation can effectively and efficiently supported by appropriate EA methods. There is however no one-size-fits-all method which is suitable to support all kinds of transformations in all kinds of organizations. Different project types and different context types require different methods or at least different configurations or adaptations of a method. Based on an exploratory empirical analysis, we classify three different EA scenarios in this article. The identified EA scenarios can provide the basis for situational EA method engineering.
    Type:journal article
    Journal:Enterprise Modelling and Information Systems Architectures
    Volume:3
    Issue:1
    URI:https://www.alexandria.unisg.ch/handle/20.500.14171/78692
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    Transformation Intelligence Capability Catalogue
    (Springer International Publishing - Springer, 2017)
    Abraham, Ralf  
    ;
    Weiss, Simon  
    ;
    Labusch, Nils  
    ;
    Aier, Stephan  
    ;
    Winter, Robert  orcid-logo
    In this Chapter we present a reference framework, more specifically a catalogue of capabilities, needed for doing ACET. As such, it also provides guidance on which elements/artefacts of enterprise architecture can be used to support which aspects of enterprise architecture. For architects, it shows where their services might generate value, if requested. For transformation managers, it provides a “capability catalogue”, describing for which parts of enterprise architecture they may seek advice from the enterprise architects. The framework as a whole provides a structure for the solution components that addresses the challenges as presented in Part II, and it comprises of the perspectives of strategy, value and risk, design, implementation, and change. The capabilities of all the perspectives together support transformation management, which is concerned with the management tasks at the overall transformation level, and with the architectural coordination function, which forms an umbrella function of integrating the individual perspectives into a consistent whole.
    Type:book section
    Volume:1st edition 2017
    DOI:10.1007/978-3-319-69584-6_17
    URI:https://www.alexandria.unisg.ch/handle/20.500.14171/102814
    Scopus© Citations 2
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    Use It or Lose It? The Role of Pressure for Use and Utility of Enterprise Architecture Artifacts
    (IEEE Computer Society, 2014-07-14)
    Bischoff, Stefan  
    ;
    Aier, Stephan  
    ;
    Winter, Robert  orcid-logo
    ;
    Aveiro, David
    ;
    Bjekovi?, Marija
    In this paper we explore the role of pressure for the use of enterprise architecture (EA) artifact. Based on a quantitative dataset on EA artifacts and enterprise architecture management (EAM) benefits, we specifically explore the relationships between the use intensity of EA artifacts, pressure to use these artifacts, and EAM benefit realization. Focusing on the role of pressure to use EA artifacts, we conceptualize four different classes of artifacts based on (1) how intensively they are used in practice and (2) to what degree pressure increases the use intensity. Our results suggest that each class (EA shelf-warmers, EA superstars, EA annoyances, EA pressure beneficiaries) requires different approaches to foster its use intensity. We derive pressure-based and pressure-free approaches for each class aiming at increasing the use intensity of EA artifacts. Additionally we identify the EA artifacts that have the highest impact on EAM utility (e.g., map of company goals, target process map, target application landscape, and the principle ease of use). We discuss management implications accordingly. Keywords-enterprise architecture, use, utility, pressure, EA management
    Type:conference paper
    Volume:2
    DOI:10.1109/CBI.2014.56
    URI:https://www.alexandria.unisg.ch/handle/20.500.14171/86634
    Scopus© Citations 16
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    How to Preserve Agility in Service Oriented Architectures - An Explorative Analysis
    (Ges. für Informatik, 2010)
    Aier, Stephan  
    ;
    Schelp, Joachim  
    Although companies introduced enterprise application integration (EAI) a couple of years ago, the complexity of corporate application landscapes is ever increasing. The current wave of technology being introduced into these application landscapes are service oriented architectures (SOA). Not unlike EAI before the introduction of these technologies is associated with re-use of software components and reaping cost cutting potentials. But when looking at the still increasing complexity of application landscapes following the introduction of SOA, the re-use and cost cutting arguments lead to disappointment. However, SOA offers a great potential to increase corporate agility. In order to gain and preserve corporate agility it is necessary to explicitly manage enterprise architecture. This paper discusses the problems of re-use and cost cutting expectations in SOA and contrasts them with the potentials related to make sustainable contributions to corporate agility. Structures, processes, and instruments to realize these potentials are discussed with reference to a literature review as well as to selected case studies.
    Type:journal article
    Journal:Enterprise Modelling And Information Systems Architectures
    Volume:5
    Issue:2
    URL:https://www.emisa-journal.org/emisa/article/view/70/45
    URI:https://www.alexandria.unisg.ch/handle/20.500.14171/97018