Using conceptual models to explore business-ICT alignment in networked value constellations

Abstract

In this paper, we introduce e 3 alignment for inter-organizational business-ICT alignment. With the e 3 alignment framework, we create alignment between organizations operating in an agile networked value constellation-which is a set of organizations who jointly satisfy a customer need-by (1) focusing on the interaction between the organizations in the constellation, (2) considering interaction from four different perspectives, and (3) utilizing conceptual modeling techniques to analyze and create alignment within and between the perspectives. By creating inter-organizational business-ICT alignment between the actors in the constellation, e 3 alignment ultimately contributes to a sustainable and profitable constellation. To actually create alignment, e 3 alignment iteratively takes three specific steps: (1) identification of alignment issues, (2) solution design, and (3) impact analysis. We illustrate our approach with cases from the Dutch aviation industry, Spanish electricity industry, and Dutch telecom industry.

Towards a Strategy-Oriented Value Modeling Language: Identifying Strategic Elements of the VDML Meta-model

“…Previous research, which investigated the relationship between value models and process models, consists of aligning e3-value models with operational models as provided by UML activity diagrams [1,[5][6][7]. Other research [1,3,4,8] has examined the link between e3-value and strategy models.…”

“…Other research [1,3,4,8] has examined the link between e3-value and strategy models. As these techniques make use of e 3 -value as value modeling formalism, their focus is on external value exchanges.…”

“…Although this research effort takes into account both external value exchange and internal value creation (which distinguishes it from [1,[3][4][5][6][7][8]), a delineated strategic context, in which value models are applied, is still not present.…”

“…Although this evaluation is linked to the financial structure within the business model, it does not make use of any modeling constructs. E 3 -forces [1] (confer section 2.1) was introduced as a variant of e 3 -value, which explicitly models the strategic perspective of a value network.…”

“…These modeling techniques can be used to represent the internal creation of value and the exchange of value between the organization and its external value network. This focus on value creation and exchange is particularly relevant for the alignment of the strategic and the operational layer of the business architecture [1,2]. Value models can bridge the conceptual gap that exists between strategy formulation, as specified by goal modeling, and the operationalization of a strategy, which is addressed by process models [1,3,4].…”