'Innovation' has become an omnipresent buzz word and a phenomena that many companies are trying to embrace or at least ready themselves for. While the very notion of innovation is rapidly evolving, one on-going challenge is how to fit digital and process innovations into an already live and operational organisational ecosystem. The challenges aggravate with the diversity of new emerging technology trends such as IoT, Blockchain and RPA.
While new processes and new technologies are constantly been considered as organisations move towards modes of operational efficiency and novel business models, the success of these heavily depend on current organisational capabilities. In particular, the design and agility of critical organisational architectures such as the Enterprise Architectures (EA) and Process Architectures (PA) are essential for innovations to be designed and successfully deployed. But how agile and capable are current organisational architectures?
In practice, many EA and PA teams work in silos. They are:
- often based in separate organisational units
- divorced from each other
- narrowly focused on their micro disciplinary issues
- base their work on archaic structures.
As a result process and IT changes take longer to deploy, consume more resources and experience diverse (technical, social and socio-technical) challenges which ironically counteracts with the ultimate purpose of why these architectures exist (to provide a sound base that supports changes with agility and effectiveness).
This study is designed in multiple stages:
- is based on literature synthesis and expert interviews
- conducts an inductive exploratory investigation of the elements that causes the architectural misalignment and dis-integration.
Phase two applies multiple theoretical lenses to the findings from phase one to understand and explain the observed issues and identify potential resolutions.
Phase three moves towards a Design Science approach where means to address the issues are developed and communicated in the form of methods, supporting artefacts and design principles.
Overall, this study will provide:
- a clear conceptual understanding of what constitute a Pas, and EAs that can be effectively used in diverse organisational settings
- evidence based explanations to why organisational architectures, in particular EA and PA, are minimally integrated
- theoretically supported and empirically validated means on how to address this integration gap.
The findings of this research will address a significant knowledge gap, which can be directly applied in organisations and will also form a solid base for ongoing consultancy work.
Skills and experience
As an ideal candidate for this project you should have:
- a sound background in Business Process Management (BPM) and Enterprise Architecture (EA)
- a passion and aptitude for both conceptual and empirical research
- excellent communication skills (both oral and written)
- time management skills
- the ability to work independently and within a team.
This program has multiple scopes that can cater for Honours, VRES, Master of Philosphy and PhD applicants. We encourage students interested in any of these options to apply.
You may be able to apply for a research scholarship in our annual scholarship round.
Contact the supervisor for more information.