The Wheel of Business Model Reinvention: How to Reshape Your Business Model and Organizational Fitness to Leapfrog Competitors

In today's rapidly changing business landscapes, new sources of sustainable competitive advantage can often only be attained from business model reinvention, based on disruptive innovation and not incremental change or continuous improvement. Extant literature indicates that business models and their reinvention have recently been the focus of scholarly investigations in the field of strategic management, especially focusing on the search for new bases of building strategic competitive advantage, not only to outperform competitors but to especially leapfrog them into new areas of competitive advantage. While the available results indicate that progress is being made on clarifying the nature and key dimensions of business models, relatively little guidance of how to reshape business models and its organizational fitness dimensions have emerged. This article presents a systemic framework for business model reinvention, illustrates its key dimensions, and proposes a systemic operationalization process. Moreover, it provides a tool that helps organizations to evaluate both existing and proposed new business models.

Relying on heterogeneous data sources to detect business process change in process models

Due to changing customer needs, regulations, protocols, and technologies, an organi zation’s business processes must regularly change and improve. The Business Process Management (BPM) discipline guides organizations to perform these changes through the BPM life-cycle, in which business processes are modeled, analyzed, redesigned, and implemented. However, sometimes these changes bypass the BPM life-cycle, happening directly at the implementations’ operational level. Consequently, the respective process models need to be updated. Business process event logs can be analyzed to identify which models need updates, but not all implementations generate event logs. One possible approach to help detect business process changes is monitoring external sys tems, participants, documents, and other items used or produced by a business process. These items are observable entities, which are components required for a business pro cess execution. Monitoring change in these entities turns them into heterogeneous data sources, named as such because their data cannot easily be merged with event logs. We show that these entities can be used to create a framework for assisting in updating out dated process models, though it demands a method for identifying these entities. It also requires the mapping between entities and process models, allowing process analysts to quickly identify outdated models when the linked entities have suffered changes. In this thesis, we assess the feasibility of creating this framework. We evaluated and compared different frameworks of organizational change, business process analysis, and redesign with an investigation of the changes required to update 25 real process models. This comparison guided us to define a taxonomy of observable entities related to business process change, which we applied to manually classify 1329 process elements originating from 88 process models. The classification frequency of the process models was 57% on average. The classification was also used to train automated classifiers using machine learning. The best automated classifiers achieved F1-scores of up to 95.4%. Our method of semi-automated manual classification of process elements with process analysts is the primary method for identifying observable entities as required by our sug gested framework. In addition, we defined a set of recommendations to help build the mapping between entities and process models and ensure it stays consistent, as well as instructions on how to use the framework to identify outdated process models

Correlating Business Process and Organizational Models to Manage Change

Business Process Management (BPM) provides the methods, tools and modelling notations to support a processcentric organizational view and management capability. As organizations grow in size and complexity, process improvement initiatives may involve change that has direct / significant impact across an organization. Thus, we provide methods and extensions to existing process modelling notations to analyse change against high- level models of the organization. Our approach permits improved analysis against higher-level organizational structures, motivations, inter-dependencies and capabilities that should be ideally considered as primary requirements during process design. Additionally, the organizational model becomes the ‘scaffolding’ with which to construct effective process architectures and management portfolios. This paper discusses our approach in the context of two modelling notations – the i* framework as an organizational modelling notation, and the BPMN notation for business process modelling

Breaking barriers through managing change: an empirical holistic change management model to promote competitive capabilities, chrough a criple bottom-line sustainable perspective across the supply chain

The research derives a change management model for SMEs and large businesses within the Maltese context to build and refine on the current change management literature, with its models and best practices, based on a qualitative multiple case study approach. The research has the following list of objectives, so as to establish: the strategic management of change within the overall business strategic management approach; the need and the drivers for change management; the context required to enable an effective and efficient change management approach; the barriers/ resistance to change; the readiness to change to avoid failures and/or conflicts at all management levels; the role of technology as an enabler to change; a comprehensive change management model based on a process management approach to cater for the change and its lifecycle; and the key competitive capabilities. The research also includes a comprehensive but concise review of the literature related to change management key seminal and current innovative techniques and furthermore situates the emerged theory with its framework with the current key models within the literature, so as to derive the research significance and its contribution.peer-reviewe

Enterprise Architecture, an enabler of change and knowledge management

Organizations around the world require a sound process of change management to innovate and remain competitive over time. Change and knowledge management needs to be supported with the right tools to overcome the challenges of transformations and transitions in the business models and processes of diverse organizations. Steering boards can use enterprise architecture (EA) to implement new knowledge management initiatives in their strategic planning. EA allows companies to model the current situation (as-is models) of the organization and the desired future scenarios (to-be models) and to establish road maps to enable adequate transformations. Different frameworks exist in the market that support the management of organizations, for example: Control Objectives for Information and Related Technologies (COBIT), Information Technology Infrastructure Library (ITIL), quality models such as the one proposed by the European Foundation for Quality Management (EFQM) and systems such as the Balanced Scorecard (BSC) are widely used for the management of business and information technologies (IT).  However, EA is not widely used with the other mentioned tools. This paper analyzes EA as a tool for change and knowledge management and compares its functionality with other frameworks in the market. The analysis performed in this paper checks if EA can be used and is compatible with other frameworks. To answer this question, an analysis of the most important processes, good practices, perspectives and tools provided by each framework was performed

A customer focused change management journey via customer segmentation

This thesis covers, with a sample business case, the changes of an established organisation towards a more customer focused management. The change process will use the customer segmentation methodology as a reference point on each of the steps covered, and develop them from there. It covers the business changes for the areas of: market analysis, product development, sales structure, operational structure, and change management culture. The thesis is for the Business Management and Entrepreneurship master degree at Häme University of Applied Sciences. The purpose of the thesis is to provide a reference on how any organization, independently of its size or sector, can change to a more customer focused culture. To provide a business case as complete as possible, the sample company will be an engineering multinational with a wide variety of segments, and with different customer profiles working in parallel for each of the segments. The company operates in two separated B2B business lines: one technological utility product type (with several models) and its maintenance as a service. The thesis provides a theoretical framework for each of the business areas, and then it develops that part of the business case. This business case tries to provide enough context, references and tools for each of the covered topics, in a way that any section could be applied independently on smaller companies or regions for their specific need. The core area of the thesis and the business case is customer focused change management, as a way to support the companies to become more efficient and resilient on the dynamic and volatile markets that most sectors live in. However, the digitalisation trend is a very strong force of change that is rapidly disrupting all the traditional offline sectors. In order to support with guidance on that second important force of business change, the thesis includes a brief epilogue on online marketing

Managing Consistency of Business Process Models across Abstraction Levels

Process models support the transition from business requirements to IT implementations. An organization that adopts process modeling often maintain several co-existing models of the same business process. These models target different abstraction levels and stakeholder perspectives. Maintaining consistency among these models has become a major challenge for such an organization. For instance, propagating changes requires identifying tacit correspondences among the models, which may be only in the memories of their original creators or may be lost entirely. Although different tools target specific needs of different roles, we lack appropriate support for checking whether related models maintained by different groups of specialists are still consistent after independent editing. As a result, typical consistency management tasks such as tracing, differencing, comparing, refactoring, merging, conformance checking, change notification, and versioning are frequently done manually, which is time-consuming and error-prone. This thesis presents the Shared Model, a framework designed to improve support for consistency management and impact analysis in process modeling. The framework is designed as a result of a comprehensive industrial study that elicited typical correspondence patterns between Business and IT process models and the meaning of consistency between them. The framework encompasses three major techniques and contributions: 1) matching heuristics to automatically discover complex correspondences patterns among the models, and to maintain traceability among model parts---elements and fragments; 2) a generator of edit operations to compute the difference between process models; 3) a process model synchronizer, capable of consistently propagating changes made to any model to its counterpart. We evaluated the Shared Model experimentally. The evaluation shows that the framework can consistently synchronize Business and IT views related by correspondence patterns, after non-simultaneous independent editing

The Heatex-Model - Multi-Cultural Business Process Development

Purpose: The purpose of this study is to develop a model for business process improvement that integrates national culture aspects to achieve sustainable performance improvement. Research questions: * How can national culture aspects be combined into a business process management model? * What is the difference between mapping methods? * How do they relate to each other and their intended scope? Research procedure: This project takes place from September 2014 to March 2015. During this time the researcher spent October – mid December at Heatex subsidiary in Shanghai, looking at the order to delivery process for the rotor production line. By first conducting a literary review of business process management, and development with a specific focus on business process mapping. This study has compared different business process mapping techniques into a business process management model that was applied to the case company. As an attempt to further understand a foreign process the Hofstede framework was also integrated into the business process management model. The idea was to better be able to predict the process reaction to changes and be able to develop a suggestions that could create sustainable change and improve overall performance. Results: The implemented improvements in the production process at Heatex Shanghai are: * A KPI system for measuring performance * A new and more efficient layout for the spinning line * Tool-belts and –carts Based on the experience and research procedure used in this study the Heatex model for multi-cultural process improvement were developed. It is a ten step model that combines previously established process management models with Hofstede’s model for culture dimensions: 1. Identified goal, opportunity or problem 2. Assemble team 3. Draw boundaries 4. Examine process 5. Evaluate issues 6. Find cause 7. Culture analysis 8. Develop solutions 9. Implement 10. Evaluate process Conclusions: The purpose of this study is to develop a model for business process improvement that integrates national culture aspects to achieve sustainable performance improvement. It is a growing need for companies to develop their processes that cross national and cultural boarders. The Heatex model presents a suggestion for how the Hofstede culture research can be applied to gain knowledge about a foreign culture. This can help to extract trustworthy data as well as be used as a tool to achieve sustainable process change. This study conducted a literary review over different mapping methods in order to further deepen the knowledge about process mapping. Based on this theory a theoretical model was developed for how to apply different process mapping techniques. By applying these mapping methods to Heatex Shanghai further conclusions could be drawn about how process mapping should be conducted. By answering the research questions this study provides an explanatory result between culture analysis and business process management, and within business process mapping

Creating business value from big data and business analytics : organizational, managerial and human resource implications

This paper reports on a research project, funded by the EPSRC’s NEMODE (New Economic Models in the Digital Economy, Network+) programme, explores how organizations create value from their increasingly Big Data and the challenges they face in doing so. Three case studies are reported of large organizations with a formal business analytics group and data volumes that can be considered to be ‘big’. The case organizations are MobCo, a mobile telecoms operator, MediaCo, a television broadcaster, and CityTrans, a provider of transport services to a major city. Analysis of the cases is structured around a framework in which data and value creation are mediated by the organization’s business analytics capability. This capability is then studied through a sociotechnical lens of organization/management, process, people, and technology. From the cases twenty key findings are identified. In the area of data and value creation these are: 1. Ensure data quality, 2. Build trust and permissions platforms, 3. Provide adequate anonymization, 4. Share value with data originators, 5. Create value through data partnerships, 6. Create public as well as private value, 7. Monitor and plan for changes in legislation and regulation. In organization and management: 8. Build a corporate analytics strategy, 9. Plan for organizational and cultural change, 10. Build deep domain knowledge, 11. Structure the analytics team carefully, 12. Partner with academic institutions, 13. Create an ethics approval process, 14. Make analytics projects agile, 15. Explore and exploit in analytics projects. In technology: 16. Use visualization as story-telling, 17. Be agnostic about technology while the landscape is uncertain (i.e., maintain a focus on value). In people and tools: 18. Data scientist personal attributes (curious, problem focused), 19. Data scientist as ‘bricoleur’, 20. Data scientist acquisition and retention through challenging work. With regards to what organizations should do if they want to create value from their data the paper further proposes: a model of the analytics eco-system that places the business analytics function in a broad organizational context; and a process model for analytics implementation together with a six-stage maturity model

Framing and assessing the emergent field of business model innovation for the circular economy: A combined literature review and multiple case study approach

Widespread adoption of sustainable and circular business models is required to accelerate the transition to a more sustainable society, however, the literature supporting the process of Business Model Innovation for the Circular Economy - or Circular Business Model Innovation (CBMI) - is currently emerging. Several publications on this field have been published since 2014, nevertheless, there is still a lack of understanding on the process of CBMI, particularly for incumbent firms; and, as most of the literature is theoretical, further empirical insights are required. Furthermore, there is a need for an updated and comprehensive review of this fast-paced field, and a need to further integrate the CBMI field with the conventional Business Model Innovation (BMI) domain. The present research aims to first, map and frame the field of CBMI, building upon the structure of the conventional BMI field; second, to assess the current state of research of the field, proposing a future research agenda; and third, to explore the most relevant elements of the CBMI process in the practice. The article uses a combined literature and multiple case study approach. It begins by synthesizing a BMI framework, which is then combined with the findings of a systematic literature review (n=84) on the emergent CBMI field, to propose an original framework that structures the field. The review includes an assessment per article on the state-of-research. The framework is then illustrated through a multiple case study on ten incumbent firms that have implemented a substantial CBMI, revealing which topics are more relevant from a practice perspective and offering valuable empirical insights. We suggest that future research should prioritize those topics that are very important from the practice and still un- or under-researched in the CBMI field (i.e. organizational culture and structure as moderators of the CBMI change process, sustainability strategy as an antecedent of CBMI and top management role as key elements of the CBMI process) and to those identified as important though under-researched (i.e. organizational change management as a key element of the CBMI process; organizational inertia, ambidexterity and CBMI uncertainties as moderators of the CBMI process; and systemic change as an effect of the CBMI). The literature on Sustainable BMI is integrated to propose contributions to the identified gaps. This research contributes by framing and assessing the field of CBMI, proposing a future research agenda, providing a detailed literature state-of-research assessment and by further integrating CBMI with the conventional BMI field