Organizational Health Index and Organizational Agility Maturity Criteria as Measurement Tools of Organizational Transformation Effectiveness

Abstract. As a response to negative growth in the mobile legacy projection - which supports 50% of Telkom revenue, and a positive high growth projection in the ICT and digital business revenue, Telkom decides to shift the business to digital. To be a successful digital company, Telkom has created strategic initiatives, including organizational transformation adopting Customer Facing Unit (CFU) concept that has been done for several months but there still no evaluation method for the success. This paper purpose is to evaluate the implementation of one human capital management strategic initiatives - CFU transformation implementation success, through Organizational Health Index and Organizational Agility Maturity model and formulate a recommendation for Telkom to create a more healthy and agile organization. This research using 11 synthetized dimension of Organization Health Index and Organizational Agility Maturity Model method as tools. Questionnaire consist of 53 practices that represented by 55 questions that asks about respondents extent to which they agree (satisfaction) and whether it meet respondents expectation. Survey result shows that Telkom already in a healthy condition and agile as an organization. This result concluded that by methods used in this research, the transformation could be stated as a success. However, according to the result, maintain and improvement of current health and agility still needed, especially improvement regarding innovation and learning.Keywords:Organization, organizational agility, organizational health index, telecommunication, transformationAbstrak. Dalam merespon proyeksi pertumbuhan negatif dalam bisnis mobile – yang menjadi 50% sumber pendapatan Telkom, dan pertumbuhan positif yang tinggi di bidang ICT dan bisnis digital, Telkom harus masuk ke dalam bisnis digital. Untuk itu Telkom telah membuat beberapa strategi, termasuk transformasi organisasi yang mengadopsi konsep Customer Facing Unit (CFU). Transformasi ini sudah dilakukan selama beberapa bulan namun belum pernah dievaluasi kesuksesannya. Tujuan dari penelitian adalah untuk mengevaluasi kesuksesan transformasi melalui metode Organizational Health Index dan model Organizational Agility Maturity. Penelitian ini juga merumukan rekomendasi bagi Telkom untuk menciptakan kondisi organisasi yang lebih sehat dan mampu bergerak cepat. Penelitian ini menggunakan sintesa dimensi Organization Health Index dan model Organizational Agility Maturity. 53 indikator dari hasil sintesa diwakili oleh 55 pertanyaan yang menunjukkan kepuasan dan ekspektasi responden. Hasil survey menunjukkan bahwa Telkom memiliki organisasi yang sehat dan mampu bergerak cepat. Kesimpulan dari penelitian ini adalah berdasarkan metode yang digunakan, proses transformasi dapat dikatakan sukses. Namun, usaha-usaha untuk mempertahankan dan meningkatkan kondisi saat ini masih diperlukan, terutama peningkatan terkait inovasi dan pembelajaran.Keywords:Organisasi, organizational agility,organizational health index, telekomunikasi, transformas

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

Creating a sustainable digital infrastructure: The role of service-oriented architecture

The United Nations’ goal of generating sustainable industry, innovation, and infrastructure is the point of departure for our reflective paper. The paper elaborates on the concepts of digital infrastructure, service-oriented architecture, and microservices. It emphasizes the benefits and challenges of creating a sustainable infrastructure based on a service-oriented environment, in which cloud services constitute an important part. We outline the prerequisites for obtaining a sustainable digital infrastructure based on services. Service-oriented architecture (SOA) and recently, microservice architecture, and cloud services, can provide organizations with the improved agility and flexibility essential for generating sustainability in a market focusing on digitalization. The reuse capability of SOA provides a common pool of information technology (IT) resources and qualifies as a green IT approach that impacts environmental protection. Previous research has identified IT and business alignment together with SOA governance as the most critical criteria when implementing SOA. This paper discusses these issues in-depth to explain sustainability.publishedVersio

Factors Affecting Success in Migration of Legacy Systems to Service-Oriented Architecture (SOA) - Shared Experiences from Five Case Companies

Background: The term ‘legacy systems’ refers to existing Information Systems that have been deployed in the past and have been running critical business processes within an enterprise in its current IT architecture. Based on their important role, legacy systems are considered the heart of a company’s operating enterprise system and therefore are of significant business value to the company. Therefore IT architects have not neglected the value these existing assets can bring to the adoption of service-oriented architecture and have been studying different methods and factors to migrate the legacy investments into the new architecture and take advantage of their business value. However, not in all cases has the process of migrating legacy systems into SOA been successful. In fact, the level of success in adapting the legacy systems in a company with the new service-oriented architecture is dependant on some factors which vary from one legacy infrastructure and series of business processes to another. There is no quick fix to transforming the existing legacy assets which highlights the fact that considering the right factors to reach legacy system migration success in a specific company is of key value. Therefore, we hereby studied the factors influencing success of migrating these legacy investments into SOA in five different companies which include a Large European Bank, SAS, a Large globally-known Company in Sweden, Sandvik AB and a large UK Bank. Purpose: To identify factors affecting successful migration of legacy systems into SOA in five companies. Method: The main adopted research method in this study has been interviews for different case studies. Through separate interviews, critical success factors of migrating legacy systems into SOA have been collected and identified in each case. Finally collected results are analyzed and presented as the recognized factors affecting successful migration of legacy assets into SOA in five different enterprises with their own Information System infrastructures. Conclusion: The success factors identified include potential of legacy systems for being migrated, strategy of migration, SOA governance, the business process of the company, budgeting and resources, legacy architecture, close monitoring, dependence on commercial products, information architecture, testing and technical skills of the personnel. Out of all these factors, only three factors have been applied and mentioned by all the case companies in this study, which are the potential of legacy systems for being migrated into SOA, strategy of migration and SOA Governance

Agility Within Higher Education It Organizations: a Loosely Coupled Systems Perspective

This dissertation examines how leadership focus on innovation and organizational centralization relate with organizational agility, speed of technology adoption, and defined governance processes and technology standards. The study used data from the 2015 Educause survey of higher education IT organizations (N = 822). A five-component framework of organizational agility was identified via factor analysis and subsequently used to evaluate relationships between study variables. Findings reveal that leadership focus on innovation was statistically significant in predicting all five identified components of organizational agility, the speed of technology adoption, and the adoption of defined governance standards, reinforcing the perspective that communication is critically important in supporting the organizational agility concepts of sensing and responding. Additionally, despite existing theoretical perspectives, the study provided no supporting evidence that organizational centralization was related to organizational agility, the speed of technology adoption, nor the adoption of defined governance processes and technology standards. Lastly, the findings reveal that leadership focus on innovation is not negatively related to organizational centralization as initially theorized, but the relationship is actually positive. This positive finding between leadership focus on innovation and organizational centralization provides partial support for the perceived IT paradox

Structural Ambidexterity through Bimodal IT – A Literature Review and Research Agenda

Bimodality of the information technology (IT) function is one answer to the changed expectations towards and perceptions of IT’s role within an organization. Bimodal IT aims at leveraging ambidextrous capabilities, allowing to engage in explorative and exploitative activities at the same time. Research interest of this phenomenon is growing, but there is a lack of cumulative knowledge on bimodal IT including research on the related concepts of structural ambidexterity and IT ambidexterity. Through a systematic literature review of 42 papers published in a wide range of academic outlets, we identify and describe four research themes which are summarized in a conceptual model of forms of bimodal IT, antecedents, facilitators and barriers, and outcomes. Furthermore, we discuss the critique the phenomenon is facing in practice and propose a research agenda. The study contributes to both research and practice by synthesizing existing knowledge and providing guidance for further research

Information and Technology’s role and digital transformation challenges: a systematic literature review

With the emergence and maturity of digital technologies (e.g., social networks, mobile telephony, big data, artificial intelligence), companies in virtually every segment are pursuing a range of initiatives to leverage their benefits. Given the increased competition from globalization and greater importance of customer focus, companies are being pressured to become digital ahead of others to survive and gain a competitive advantage. Going through such a change requires transforming the way the company sees its value proposition, its processes, the profile of its clients and its economic sustainability. Moreover, the functions of the information technology department and their leadership are being questioned. From a systematic examination of the literature, this paper presents an overview about Bimodal IT, the participation of IT in digital transformation and the hurdles of such a change