Management of Large-Scale Transformation Programs: State of the Practice and Future Potential

Lahrmann, Gerrit; Labusch, Nils; Winter, Robert; Uhl, Axel

doi:10.1007/978-3-642-34163-2_15

Cited by 33 publications

(6 citation statements)

References 16 publications

(19 reference statements)

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“…Enterprise architecture management (EAM) is a tool to establish an EA by describing the current state of the organizations' structure and developing a strategy, and thus a desired future state of the enterprise [2]. The transition between these two states is called enterprise transformation (ET) [3,4]. ET is an "extensive, fundamental modification of the company, which is generally initiated by strategic decisions made by the management" [5].…”

Section: Introductionmentioning

confidence: 99%

The Architects’ Perspective on Enterprise Transformation: An Explorative Study

Labusch

Koebele

Aier

et al. 2013

Lecture Notes in Business Information Processing

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Enterprise architecture management (EAM) is considered to be a valuable means in order to support large-scale changes, called enterprise transformations (ET). In the study at hand we apply an explorative qualitative approach in order to investigate the potentials of EAM to support ETs by discussing the topic with highly knowledgeable informants that deal with EAM on a daily basis in nine different companies. The results reveal six propositions about the current and future state of EAM as an ET supporting discipline. The propositions reveal a distinction between IT and business focused EAM, means and activities taken by EAM to support ET, major pitfalls that need to be avoided as much as perceptions about the future of the discipline.

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Section: Introductionmentioning

confidence: 99%

The Architects’ Perspective on Enterprise Transformation: An Explorative Study

Labusch

Koebele

Aier

et al. 2013

Lecture Notes in Business Information Processing

Self Cite

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“…We received a total of 57 responses by experts that hold positions like CxO, Programm Manager, or Head of Department over a period of three months. Most respondents are directly employed with the enterprise that was transformed (48) while only a minority (9) is, working for consulting or other service companies. The ETs take place in different industries (multiple answers possible), see table 1 for details.…”

Section: F Resulting Datasetmentioning

confidence: 99%

“…Many authors claim that ET-guiding methods have influence on ET success [48]. The empirical data at hand supports this claim.…”

Section: A Impact Of Information Availability On Et Successmentioning

confidence: 92%

“…We derive the items from Porter's value chain [47]. We add the "corporate management" as a separate part (instead of leaving it included in the corporate infrastructure, as defined by Porter) since other studies [8,48] name leadership support as a success factor in ETs. We further ask the respondents, how many employees were executing the ET, how many external personnel was involved, and how many personnel was affected by the ET.…”

Section: Questionnaire Designmentioning

confidence: 99%

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Information Provision as a Success Factor in the Architectural Support of Enterprise Transformations

Labusch

Aier

2014

2014 IEEE 16th Conference on Business Informatics

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Enterprise transformations (ET) fail in many cases or do not accomplish the expected goals. Enterprise architecture management (EAM) is often considered to be an appropriate means to tackle this problem by providing information that is relevant to ET managers. Therefore, we analyze, which types of information provided during an ET contributes to its success. In addition we discuss if EAM can appropriately support ETs by providing relevant information. The results show that value can be provided to ET management when business-related information on a detailed level is offered. Examples are business requirements, business functions, or qualitative measures. We find information that can be provided by EAM to be an important success factor for ETs.

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“…Include patients and families. Lahrmann et al (2012) surveyed heads (such as program managers, heads of competency centers, regional CIOs) of enterprise transformation (ET) programs (mainly IT implementations) in large, multi-national companies, and found five factors for a successful transformation:…”

Section: Theoretical Transformation Success Factorsmentioning

confidence: 99%

Success factors of high performance organization transformations

Waal

2018

MBE

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Purpose-When an organization becomes a high performance organization (HPO), it is able to outperform comparable organizations for an extended period of time, thereby ensuring its long-term survival. It is therefore imperative for these organizations embarking on an HPO transformation to be aware of the factors that will help make this transformation successful. Unfortunately the current literature does not provide these factors; one can only find factors influencing large-scale transformations. It could be argued that becoming an HPO is a large-scale transformation, but this leaves the question open whether there are specific factors that are important for this specific type of transformation. Design/methodology/approach-The purpose of this paper is to answer the research question ''What are the main factors which theoretically and in practice best support a successful HPO transformation?'' This question was answered using the results of a review of the literature on large-scale transformations and a review on the applications of de Waal's HPO Framework in practice. Findings-Eleven theoretical and eight practical success factors were found. These factors matched for 63.6 per cent, indicating there is a moderate overlap between what the theory predicts and what can be noticed in practice. In addition, the practical cases indicated there are two success factors that are specifically important for an HPO transformation. Originality/value-The study results contribute to the theory, as they show what is and is not important for a specific large-scale transformation such as an organization transforming into an HPO. The practical contribution of the study lies in the fact that organizations now know which factors to pay attention to in order to increase their chances on a successful HPO transformation.

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Management of Large-Scale Transformation Programs: State of the Practice and Future Potential

Cited by 33 publications

References 16 publications

The Architects’ Perspective on Enterprise Transformation: An Explorative Study

The Architects’ Perspective on Enterprise Transformation: An Explorative Study

Information Provision as a Success Factor in the Architectural Support of Enterprise Transformations

Success factors of high performance organization transformations

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