Toward an Adaptive Enterprise Modelling Platform

For the past three decades, enterprise modelling (EM) has been emerging as a significant yet complex paradigm to tackle holistic systematic enterprise analysis and design. With a high fluctuation in the global economy, industrial stability and technology shift, the necessity of such paradigms becomes crucial in determining the decisions that an enterprise can make for surviving in such a highly dynamic business ecosystem. EM practices have focused for a long time, on the design-time of enterprise systems. Recently, there has been a rapid development in data analytics, machine learning and intelligent systems from which an EM platform can benefit. EM needs to cope with the new changes in both business and technology; it should also help architects to determine optimum decisions and reduce complexity in technical infrastructure. In this paper, the author discusses several challenges facing enterprise modelling practices and offers an architectural notion for future development focusing on the requirements of a platform that can be called intelligent and adaptive

Using Fractal Enterprise Modeling in Strategic Analysis with Focus on Intangibles: Empirical Study in Product Innovation

This article presents a new meta-modeling approach for intangible resources. The method combines Enterprise Modeling (EM) and the resource value innovation model from the knowledge management (KM) field. In particular, fractal enterprise modeling (FEM) language has been used for constructing the intangible resources’ level of development. The practical application of the proposed method deploys a real case example in the strategic analysis of the organizational change within the product innovation activities. The results imply that the proposed method has a good potential to incorporate the intangibles into EM. First, it has been possible to represent the intangible resources’ level of development. Second, the FEM models produced in the study have been useful in the analysis of how tacit knowledge is acquired and appropriated within the organization’s strategic capability building. The study resulted in producing modeling and analyzing patterns that can be reused in similar situations. The research followed the Design Science Research (DSR) methodology