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A Case Study on Enterprise Transformation in a Medium-Size Japanese IT Service Provider
Business Process Change from the Ontological Perspective
May 13th, 2013Sanetake NAGAYOSHI, Ph.D
Tokyo Institute of Technology, Japan
3rd Enterprise Engineering Working Conference (EEWC 2013)@Luxemburg
Conclusion
– Based upon the case study on the enterprise transformation of divisions in “Company A”
i. it is not always necessary to change the ontological level of business process in market development
ii. it is necessary to change the ontological level of business process in product development
iii. it is necessary to reengineer the ontological level of business process in diversification
3
Introduction
• Organizational change and transformation is an important research topic
• Traditionally, organizational change and transformation mainly focuses on the change in organizations’ structures
• Discourses on organizational transformation has begun to draw from many other disciplines and various perspectives– Process-based research in understanding how and why
organizations change and transform4
Objectives
• To describe business process change based on the case study of enterprise transformation from the ontological perspective
• The relationship between market diversification (in Product-Market Grid) and business process change from the ontological perspective is analyzed and discussed
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Product-Market Grid
6
Cur
rent
Mar
kets
Current ProductsN
ew M
arke
tsNew Proucts
MarketPenetration
MarketDevelopment
ProductDevelopment
Diversification
Figure 1 Product-Market Grid [1]
Ansoff (1965)
Research Method (1/2)
• Actor Transaction Diagram in DEMO(Design and Engineering Methodology for Organization) for describing business process
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A 01 A 02 T02
Figure 1 ATD (Actor Transaction Diagram)
Research Method (2/2)
• Qualitative Research– Case Study in “Company A” , Medium-Size
Japanese IT service provider– Interview : 4times for 7persons
• First interview: Director • Second interview: CEO and technical director• Third interview: Sales manager and technology
manager from the second solution division• Fourth interview: Sales manager and technology
manager from the first solution division
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Case StudyOverview : Company A
• Medium Size Japanese IT Service Provider• As a software provider in 1969• Several well-known application software
packages in 1980’s• Main Customer
– Local government in Japan , Wholesaler– Large scale IT Service Providers in Japan: as sub-
constructor in projects– No consumer
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Case StudyFive Transformation Stories in Company A
• Division 1 (A)
– Story1: From a software package provider to an application service provider
• Division 2 (B-1,B-2)
– Story2:Systems Integration Service for new market– Story3:Organizational change for continuing the
service• Division 3 (C-1,C-2)
– Story4:Start new product– Story5:New market entry with the product
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Story1: From a software package provider to an application service provider (A)
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Company ALocal
Government
Product
Software
Company ALocal
Government
Infrastructurewith
Software
Service
Before After
Transformatio
n
Story1: New Product Development on Product-Market Grid
12
Story1: Business Process “Before”
13
Story1: Business Process “After”
14
Added process(Actors, Transactions)
Story2: From Sub-Contractor to Primary Constructor (B-1)
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Plan Develop Maintain
Plan Develop Maintain
ConsultingFirm
SoftwareDeveloper Self
Systems Integrator
ConsultingFirm
SoftwareDeveloper
SoftwareDeveloper
SystemsDevelopment
Japan
SystemsDevelopment
Overseas
Primary Constructor
Sub-Contractor
Systems Integration Service In Japan
Story2: From Sub-Contractor to Primary Constructor (B-1)
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Large Scale Systems Integrator(Primary Constructor: Company B)
End Customer(Telecom company )
Before After
Transformatio
nCompany
AOther
Sub-ConOther
Sub-Con
Sub-Contractors
CompleteSystem
Company A(Primary Constructor)
End Customer(Distributor: Company C)
OtherSub-Con
OtherSub-Con
OtherSub-Con
Sub-Contractors
CompleteSystem
Story2: Diversification on Product-Market Grid
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Story2: Business Process “Before”
18
Story2: Business Process “After”
19
DrasticChange
Story3: Organizational change for continuing System Integration (B-2)
Before After
Transformatio
nCompany A(2nd Division)
End Customer(Other Customers)
Sub-Contractors
CompleteSystem
Sales Eger,PGer
End Customer(Company C : Distributor)
CompleteSystem
Company A(2nd Divison)
Sales Eger,PGer
“Prime Center”
Sub-Contractors
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Story3: Market Development on Product-Market Grid
21
Story3: Business Process “Before”
22
Story3: Business Process “After”
23
Same as “Before”
Story4: Start New Product (C-1)
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Company A Customer
Product
Software
Company A Customer
Before After
Transformatio
n
Product
OtherCompany
ModifiedSoftware
Acquire
Software
modify
Story4: New Product Development on Product-Market Grid
25
Story4: Business Process “Before”
26
Story4: Business Process “After”
27
Added process(Actors, Transactions)
Story5: New market entry with the product (C-2)
28
Company ANew
Customer
Before After
Transformatio
n
Product
OtherCompany
ModifiedSoftware
Acquire
Software
modify
Company A Customer
Product
OtherCompany
ModifiedSoftware
Acquire
Software
modify
Story5: Market Development on Product-Market Grid
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Story5: Business Process “Before”
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Story5: Business Process “After”
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Same as “Before”
Five stories on Product-Market Grid
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Product-Market Grid and Business Process Change in the Five Stories
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Story Product Market GridBusiness Process Change
Between before and after
1 Product Development Added Business Process
2 Diversification Drastic Change
3 Market Development Little Change
4 Product Development Added Business Process
5 Market Development Little Change
Result
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Based upon the case study on the enterprise transformation of divisions in “Company A”
1It is not always necessary to change the ontological level of business process in market development
2 It is necessary to change the ontological level of business process in product development
3 It is necessary to reengineer the ontological level of business process in diversification
Discussion(1/2)
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• When a company intends to sell existing products to new customers, change in business processes may not be necessary, because the company only needs to know customer information such as implicit and/or explicit customer needs and sometimes industry-specific knowledge
• This requires substantial changes in employee behavior, company culture, and information systems which are not observable at the ontological level
• This suggests that an ontological-level analysis may miss out some important changes
Discussion(2/2)
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• When a company intends to deal with new products and/or services, it needs to change business processes because production and/or service delivery is directly related with business processes
Limitation
• This research was conducted by a single case study
• Author does not have any intension to claim that the findings are universal
• More studies are needed to generalize the findings beyond this study
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