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A Theory for Enterprise Coherence Governance

A Theory for Enterprise Coherence Governance

Roel Wagter, Henderik A. Proper, Dirk Witte
Copyright: © 2014 |Pages: 42
ISBN13: 9781466645189|ISBN10: 1466645180|EISBN13: 9781466645196
DOI: 10.4018/978-1-4666-4518-9.ch004
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MLA

Wagter, Roel, et al. "A Theory for Enterprise Coherence Governance." A Systemic Perspective to Managing Complexity with Enterprise Architecture, edited by Pallab Saha, IGI Global, 2014, pp. 150-191. https://doi.org/10.4018/978-1-4666-4518-9.ch004

APA

Wagter, R., Proper, H. A., & Witte, D. (2014). A Theory for Enterprise Coherence Governance. In P. Saha (Ed.), A Systemic Perspective to Managing Complexity with Enterprise Architecture (pp. 150-191). IGI Global. https://doi.org/10.4018/978-1-4666-4518-9.ch004

Chicago

Wagter, Roel, Henderik A. Proper, and Dirk Witte. "A Theory for Enterprise Coherence Governance." In A Systemic Perspective to Managing Complexity with Enterprise Architecture, edited by Pallab Saha, 150-191. Hershey, PA: IGI Global, 2014. https://doi.org/10.4018/978-1-4666-4518-9.ch004

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Abstract

In this chapter, the authors pose a theory for the governance of enterprise coherence. The proposed theory consists of three key ingredients: an Enterprise Coherence-governance Assessment (ECA), an Enterprise Coherence Framework (ECF), and an Enterprise Coherence Governance (ECG) approach. The ECA provides an explicit indication of the degree at which an organisation governs its coherence, while also providing a base to achieve a shared understanding of the level of coherence, and actions needed to improve it. The ECF is a practice-based framework that enables enterprises to make the coherence between key aspects, such as business, finance, culture, IT, etc. explicit. The ECG approach offers the instruments to guard/improve the level of coherence in enterprises during transformations. An important trigger to develop this new theory was the observation that many transformation projects fail. These failures even included projects that used an explicit enterprise architecture to steer the transformation. The theory was developed as part of the GEA (General Enterprise Architecting) research programme, involving twenty client organizations. Based on a survey of the possible causes for the project failures, the requirements for the research programme are identified. In developing the theory on enterprise coherence, the following hypothesis is used as a starting point: the overall performance of an enterprise is positively influenced by a strong coherence among the key aspects of the enterprise, including business processes, organizational culture, product portfolio, human resources, information systems, IT support, etc. The research programme uses a combination of design science-based iterations and case study-based research to develop and iterate the theory for enterprise coherence governance. In this chapter, the authors also discuss one of the conducted (real world) case studies, showing the application of the enterprise coherence theory.

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