2019 IEEE 21st Conference on Business Informatics (CBI)

Managing Strategy in Digital Transformation Context: An Exploratory Analysis of

Enterprise Architecture Management Support

Mouaad Hafsi Saïd Assar

LITEM, Univ Evry, IMT-BS, Université Paris-Saclay LITEM, Univ Evry, IMT-BS, Université Paris-Saclay
91025, Evry, France 91025, Evry, France
e-mail: hafsi.mouaad@gmail.com e-mail: said.assar@imt-bs.eu

Abstract— Most modern-day enterprises are confronted with EAM is believed to support the management of such
the challenge of dealing with digital transformations. Digital transformations by guiding the necessary coordination efforts
transformation (DT) commonly refers to a disruptive process [3] and providing information for top management support
that changes profoundly the way companies compete, interact, or strategy development [4]. It also provides EA models to
and create value. Enterprise Architecture Management (EAM) various stakeholders in transformation projects and enhances
is supposed to be a suitable means to support the management communication by establishing shared and mutual
of enterprise transformations and fundamental changes. understandings. Furthermore, EAM can guide decision
However, the depth and disruptive nature of the underlying processes and contributes to better design choices that align
changes raise multiple questions concerning the adequacy of
with the operational and strategic goals of the transformation
EAM for digital transformation management; in current
endeavor [5].
corporate practice, EAM does not appear to be regularly
applied as a support service for digital transformation. In this Yet, in certain circumstances, an enterprise faces major
paper, we investigate the extent to which EAM can provide the transformations that can potentially considerably alter its
required inputs to conduct the activities part of digital business model, its organization, or its relationships with
transformation endeavors. To this end, we rely on a certain stakeholders, e.g., customers [6]. In the case of
comparable study found in the literature and extend its scope Digital Transformation (DT), it can involve substantial new
into digital enterprise transformations. We start by examining ways to provide old value propositions or radical changes to
which activities need to be carried out to manage digital the inner structure of the enterprise; the goal of such
transformation. We further identify information inputs that transformations is to improve operational processes, increase
are necessary to conduct these activities. We can then analyze in top-line businesses or business models evolution [7].
whether EAM can supply the required inputs. We will focus on However, EAM is not regularly applied and is far from
strategic areas of Digital Transformation Management (DTM) being considered as a support service for digital
and further investigate which information inputs are needed transformation. Furthermore, certain authors tend to consider
for these DTM activities. When demand and supply are that the term ‘architecture’ is heavily overloaded and that the
compared, and although EAM provides valuable inputs to role of the ‘architect’ is facing severe inflation [8].
organizational issues, EAM shows weaknesses when it comes to According to Asfaw et al. [5], EAM has kind of an ‘image’
information about market trends, contextual and problem with a tendency to consider EAM as a discipline
environmental information needed for strategy management
mostly about IT and located in the IT departments; while
activities.
enterprise transformations such as DT is more profound and
Keywords – Digital Transformation Management, Enterprise broader than an IT transformation and it impacts the different
Architecture Management, Strategy Management aspects of the enterprise, especially strategy management [7].
In line with similar investigations in the domain (in
I. INTRODUCTION particular the work by N. Labusch [9]), we tend to consider
Recent years have witnessed rapid advancement in that there is a serious disparity between the information
managerial practices and technological tools that aid offered by EAM and the managers’ information demands in
enterprise development and their ability to evolve their digital transformation projects. Architects seem not clearly to
Information System (IS) and optimize its alignment with know how to support DT managers, and these managers are
business goals and corporate strategy. Among these tools and often unaware of how EAM might support their effort [10].
practices, Enterprise Architecture (EA) and EA Management For this paper, we rely on and extend a previous study
(EAM) are essential. EA is an organized and structured conducted by Labusch and Winter in 2013 in which they
description of an organization and its IS at all levels confronted EA input with enterprise transformation
(technical, functional, strategic, etc.), and the aim of EAM is information needs [11]. In this initial study, the author’s
to go beyond enterprise modeling and to respond to business focus is on enterprise transformation in general, while in this
necessities and IT opportunities by developing EA in order paper, we consider the more specific case of Digital
to respond to business necessities and IT opportunities [1], Transformation. Indeed, we postulate that the fast-growing
[2]. digital era brings new complexities and specificities to
enterprise transformation and that there is still a need to

978-1-7281-0650-2/19/$31.00 ©2019 IEEE 165

DOI 10.1109/CBI.2019.00026
understand better what DT managers require as inputs for The benefits of EA are not limited to the enterprise
their decisions to lead digital transformations. Our focus will transformations. In [16] for example, Foorthuis et al.
be in particular on inputs concerning strategy management recognize benefits in terms of achieving key business goals,
activities. We can afterward examine whether EAM can managing organizational complexity and contributing to
offer this information and thus provide a first step towards a project success with enhanced integration, standardization
better understanding of EAM support for DT. and communication. Furthermore, in [17], Lang et al.
This leads to a main research question with two sub considers use of EA as a major success factor besides other
questions: factors such as artifact quality, infrastructure quality, service
RQ: Does EAM provide the adequate support to Digital quality, corporate culture, etc. Nevertheless, no distinction is
Transformation Management? made among these benefits in terms of explicit link to
• RQ1: What are the activities of digital transformation transformation.
management concerning strategy management issues and From a ‘strategy management’ point of view, the authors
what are the necessary information needs to these activities? in [5] provide a more holistic overview of the transform-
• RQ2: What are the content elements that EAM can ations support by EAM. They identify success factors like
provide? communications, stakeholder involvement and guided
The rest of this paper is structured as follows. We first application development according to three perspectives
review the literature and go on with describing our research (communications, management support and structure). Yet,
approach. Second, we present the results, provide a they conclude that, to cope with all challenges, architecture
discussion and end with a conclusion and future work. as such is insufficient and some other approaches are needed,
e.g., change management. In [18], Winter et al. discuss
II. RELATED WORK differences and commonalities between EAM and Enterprise
Digital Transformation (DT) is a complex and radical Transformation Management (ETM). They focus particularly
form of Enterprise Transformation, it commonly refers to a on the to-be designs and change project roadmaps created by
disruptive process that change profoundly the way EAM. These both are considered as input for ETM and as an
companies compete, interact and create value [12]. It is integrated implementation component. However, neither [5]
defined as “the use of technology to radically improve nor [18] focus on the management tasks that are part of
performance or reach of enterprises” [7]. Another well- digital transformations before considering the support
known, more holistic definition of the term is that it can be provided by EAM.
understood “as the changes that digital technology causes or Several recent studies (e.g. [19], [20]) examine the
influences in all aspects of human life” [12]. Finally, digital evolution of language and modeling techniques to better
transformation can also be defined as the third and ultimate adapt them to the new age of digital transformation assuming
level of digital literacy that “is achieved when the digital that during enterprise transformations, coordination among
usages which have been developed enable innovation and the stakeholders involved is key. Shared understanding,
creativity and stimulate significant change within the agreement, and commitment, is needed on topics such as: the
professional or knowledge domain” [13]. This last overall strategy of the enterprise, the current affairs of the
description seems to go deeper than others because it enterprise and its context, as well as the ideal future affairs.
explores the motivation for and consequences of undergoing Models, and ultimately enterprise modeling languages and
digital transformation. frameworks, are generally seen as an effective way to enable
Many research works have reported that partial problems such (informed) coordination. When these languages were
within DT can be addressed by EAM. In [8], Lankhorst developed, the digital transformation challenges were not yet
suggests that in order to be beneficial for the enterprise, the that noticeable. At that time, the focus was more on
architects have to firmly communicate and negotiate with consolidation and optimization. As such, it is logical to
different stakeholders as the scope of EAM changes from expect that the existing languages may require some
single enterprises to a business network point of view. “updates” based on available tools such as Data Analytics
Indeed, due to IT-driven transformation, it is essential to and Intelligent Systems to be truly ready for the digital
focus on roles rather than actors and linkages between the transformation.
network partners. Summarized, the review of the literature shows that the
In [14], the authors consider EAM as a governing tool focus is more on transformations management from an EAM
that has the potential to guarantee the alignment of portfolios perspective and on how EAM can support it (e.g. [21], [14],
of transformation steps. They see potentials in areas like and [8]). From a Digital Transformations point of view, the
strategic direction, gap analysis, tactical planning, and demand aspect is not explicitly and extensively mentioned in
operational planning. In [15], the focus is on the strategic the current discussion. In this paper, we acknowledge the
change process and how EAM can contribute. The author work done by Labusch et al. (i.e., [9]) and further investigate
claims that the strategic fit with the market environment and which information inputs the demand side requires and
business-IT alignment can potentially be supported by EAM. analyze the extent to which current EAM is able to provide.
Moreover, EAM can contribute to the preparedness for
change by standardization and modularization of parts of the
enterprise.

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 III. RESEARCH METHODOLOGY proceedings or conference articles, working papers and
To answer our research questions, we proceeded in 3 textbooks.
steps (figure 1): This choice of journal articles falls in line with [25], who
believes that “academics and practitioners alike use journals
most often for acquiring information and disseminating new
findings and represent the highest level of research”.
4) Quality assessment:
The goal of this step is to ensure that only papers of a
certain level of quality are included in the literature review.
This assessment requires the complete review of the paper.
Based on known guidelines in [22] and [23], we reused the
same quality criteria that appear in [26]:
• Is there an adequate description of the context in
Figure 1. Research approach
which the research was carried out?
A. Step 1: Defining what are the activities of digital • Is there a clear statement of research aims?
transformation management, and then, focusing on • Does the paper describe an explicit research
Inputs needed for Strategy Management question?
• Is the research design appropriate to address the
In order to assess which DTM activities can be sup- research aims?
ported by EAM, we need to identify those activities. We use • Is the literature review adequate?
the model describing transformation management activities
• Is the collected data in a way of addressed research
proposed by Winter et al. in [11]. Next, we apply a structured
issue?
literature search process to update this model regarding
digital context; we used a systematic literature review, • Is the data analysis sufficiently rigorous?
following [22] and [23] protocol. This approach is a “strict • Is there a clear statement of findings?
protocol for the search and appraisal of literature” and is • Is the study valuable for research or practice?
claimed to be objective, unbiased and rigorous [24]. • Does the paper discuss limitations or validity?
The systematic literature review includes six steps (figure Each question has four possible options: (0) issue is not
2): mentioned at all, (1) little mentioned, (2) adequately
addressed and (3) completely addressed. Hence, we used a
four points Likert scale for collecting answers. Articles with
an average quality score lower than 1, were removed. At the
end of this process 8 articles were qualified to be analyzed
for the data extraction step.
5) Data extraction:
Figure 2. Steps of systematic literature review In this step, we extracted data from the qualified articles.
We reflected our consolidated activities using results in [11]
1) Research identification: to ensure validity and reliability. When the framework added
The idea here is to examine and evaluate research on activities or information inputs that did not emerge from the
digital transformation management. For that, we investigated other data, we added those.
the research question RQ1. 6) Data synthesis and analysis:
2) Research strategy: At the end, the extracted data provided some results.
The first step consists in identifying major terms related These were synthesized in a table inspired by those
to the research question, including any alternative spelling appearing in [11] (p. 5). Figure 3 presents the literature
and synonyms. To connect the search terms, we used the search, selection and assessment process.
Boolean operators (AND, OR). The following strings B. Step 2: Defining what are the content elements that EAM
resulted: ("digital transformation" OR "digitalization") AND can provide by analyzing Archimate Meta model
("management" OR “management activities”). To conduct
After defining which are the activities of Digital
the search for papers, we used the Scopus database and did
Transformation Management (DTM), we underlined the
not consider any time limit. The search began on January 05,
information inputs that EAM can provide to the DTM
2019, and lasted for two days.
activities. We begun by using the content meta-model of
3) Study selection: Archimate 3.0 because it is a mature industry standard that is
In this step, we defined selection criteria to determine maintained by firms and research organizations; it is also
which studies are included or excluded. We only included used as a foundation for many famous EAM frameworks
papers written in English, published in a scientific journal, [30]. Archimate offers generic concepts of the information
and that deal with issues directly related with digital that EAM can provide without being on the level of detailed
transformation. We excluded articles which weren’t individual reports (like capability maps or application
accessible, as well as Master and Doctoral theses, landscapes), and thus allows for a more universal discussion.

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We guaranteed validity by comparing the identified content Transformation management activities that we update
elements with other metamodels like TOGAF [27], GERAM regarding Digital Context: DT Meta Management includes
[28], Zachman [29], DoDAF [30], and IEEE [31]. the management of the DT itself. It includes activities like
managing the overall process and governance, identifying
digital transformation drivers, managing risks and
communication [33]. DT Performance Management includes
the financial performance but also additional progress and
performance control [34]. The DT Strategy Management
deals with the conformance of the DT with the corporate
strategy [35]. The DT Execution Management includes the
overall project and program management of the DT [36].
Furthermore, identifying unplanned issues and stable
intermediate steps is part of this group. DT Human Resource
Management is concerned with managing the employee’s
skills and organizational issues during the DT; we will focus
on it in the mapping step. It needs to take into account
cultural issues and training of necessary skills [37]. DT
Information Technology Management takes care of
managing the transformation of the IT landscape, while DT
Structure Management is concerned about the horizontal
structure in terms of processes [38] and the vertical structure
in terms of the hierarchy [39]. DT Relationship Management
is concerned with including customers [40] and suppliers
[41] into the DT.
Figure 3. Systematic literature review processes Tables I and II below illustrate the inputs about strategy
management that we will use for the mapping step.
C. Step 3: Mapping results of steps 1 and 2:
After identifying the required information inputs of DT TABLE I. “DEFINE GOALS OF THE DIGITAL TRANSFORMATION” ACTIVITY
AND NECESSARY INFORMATION NEEDS
and the potential information outputs of EAM, we proceed to
map both results in a final step. The main challenges were Activity 1 of Strategy Management: Define Goals of the Digital
the different languages apparent in different disciplines and Transformation
Benefits [7]
that make one-to-one mapping non trivial. Thus, we decided Organizational capabilities [42]
to conduct a Focus Group [32] where we presented our pre- Top Line Growth [35], [7], [43], [44]
filled mapping to Enterprise Architects from a French bank Customer needs [45], [13], [46], [43]
using Archimate as a meta-model of their Modeling Organizational Structure [45], [1]
activities. We collected feedback on our initial mapping by Digital Strategy [42], [4], [12], [47]
doing a practical exercise after the presentation. The use-case Customer touch points [46], [12]
that we considered is “Online banking”, it is a digital project TABLE II. “ANALYZE CORE VALUE PROPOSITION OF OWN COMPANY”
that allows customers to have the services of their banks on ACTIVITY AND NECESSARY INFORMATION NEEDS
their phones, tablets or still at home on a personal computer.
Activity 2 of Strategy Management: Analyze Core Value
The architects tried to analyze, for each DTM information proposition of own company
that is needed, the extent to which it can be provided by Digitally-modified business model [48], [49], [50]
EAM. The focus with the architects during these iterations Socially-informed knowledge [41], [51], [52]
was only on strategy management activities. We afterwards Predictive analysis [53], [7], [51]
analyzed our results by checking back with the DT literature, Market trends [48], [13], [54], [55]
Digital Drivers [56], [4], [12], [52], [57], [1], [58]
if the information provided by EAM is sufficient to fulfill the Market information [48], [59]
required information input of the activity. We ranked this on
a five point scale “DT activity almost not supported by B. EAM Outputs
EAM” to five “full support” After defining the required inputs for the DTM activities,
we explain which information EAM can provide by
IV. RESULTS
following the structure of the Archimate 3.0 content
A. DTM Activities and Inputs metamodel [60]. It contains generic elements that are
We reflected our consolidated activities using results connected to all other elements in the metamodel. The other
from Winter et al. in [11] to ensure validity and reliability. In elements are differentiated into business, data, application
[11], they have identified eight major groups of Enterprise and technology architecture. We summarize the consolidated
content elements in figure 4.

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 strategy management activities that can be well supported
(rated five during the analysis) by EAM and those that can
be less supported (rated one or two during the analysis).
TABLE III. MAJOR INPUT OF “HR ACTIVITY” SUPPORTED BY EAM

Major support by EAM

Benefits Digital Strategy
Organizational
Organizational Digitally-modified
capabilities
structure business model

TABLE IV. MINOR INPUT OF “HR ACTIVITY” SUPPORTED BY EAM

Minor support by EAM

Digital drivers Customer touch
Market trend
Customer needs points
Socially-informed
Top line growth Digital Drivers
knowledge
Predictive analysis Market infor-mation

Figure 4. Archimate Generic Metamodel We based the initial finding on exploring if the meta-
model elements contribute to providing the necessary DTM
This standard is the specification of the ArchiMate activity needs. This exposes some metamodel elements that
Enterprise Architecture modeling language, a visual are more important for DT support than others. In particular,
language with a set of default iconography for describing, knowledge about roles and processes is needed for almost
analyzing, and communicating many concerns of Enterprise half of all transformation activities that we identified.
Architectures as they change over time. The standard Sometimes they are explicitly requested (e.g. organizational
provides a set of entities and relationships with their structure), sometimes in combination with the general EAM
corresponding iconography for the representation of elements like digital strategy language or drivers. Elements
Architecture Descriptions. that are less often needed are constructs like IT-related
Active structure elements are the subjects that can elements such as physical application or infrastructures
perform behavior. These can be subdivided into internal components.
active structure elements; i.e., the business actors, It should be noted here, that all “strategy management
application components, nodes, etc., that realize this activities” listed in tables 1 and 2, have at least one input that
behavior, and external active structure elements; i.e., the is not fully supported, or not at all supported by content
interfaces that expose this behavior to the environment. An elements that ArchiMate can provide.
interface provides an external view on the service provider
and hides its internal structure. V. DISCUSSION
Behavior elements represent the dynamic aspects of the
The findings show that EAM has a limited potential to
enterprise. Similar to active structure elements, behavior
support the management of DT from a strategy point of
elements can be subdivided into internal behavior elements
view. Our results further show that there are some
and external behavior elements; i.e., the services that are
information components that EAM can deliver with low
exposed to the environment.
efforts since the relevant information output exists explicitly
Passive structure elements are structural elements that
and is maintained frequently (e.g. structures, goals or
cannot perform behavior. Active structure elements can
benefits). Other information inputs need more analysis and
perform behavior on passive structure elements.
interpretation by the architects in order to be a valuable input
Several motivation elements are included in the
to the requesting DTM activity (e.g. digital strategy).
language: stakeholder, value, meaning, driver, assessment,
Information ‘of strategy management activities’ that are
goal, outcome, principle, and requirement, which in turn
well documented by EAM have some characteristics: First,
have constraint as a subtype. The motivation elements
they do not focus on individuals but cover an overall
address the way the Enterprise Architecture is aligned to its
perspective (e.g. goals, structures of the enterprise).
context, as described by these intentions.
Activities that take a social and a narrower focus would be
C. EAM Inputs for DTM Activities better supported by other disciplines like human-focused
Based on the descriptions in the EAM meta-models and management or psychology (e.g. customer needs customer
the DTM literature, we analyzed for each DTM information journey). Second, the information has a strong focus to the
need the extent to which it can be provided by EAM internal perspective of the enterprise; they are about the
information. Throughout this analysis, we notice that some organizational processes, structures, etc. Thus, information
DTM information needs can be (almost) fully provided by that needs to be collected outside the company like digital
EAM, some almost not. In figures 5 and 6 we provide the drivers, enabling IT opportunities, market trends or top line
mapping results of strategy management activities. growth unfilled by providers, etc. are not included in the
In tables III and IV, we summarize the findings of the current EAM practice.
mapping process, focusing on the information needs for

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Figure 5. Results for DT Strategy management activities – part 1

Figure 6. Rresults for DT Strategy management activities – part 2

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 Such external information is explicitly hard to collect for transformations to take into account these highlighted
EAM (because of the limitations in the metamodels), and weaknesses.
thus, should be rather piloted by other disciplines like
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