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Revealing Hidden Structures in Organizational Transformation: A Case Study
KTH, School of Electrical Engineering (EES), Industrial Information and Control Systems. (System Architecture)ORCID iD: 0000-0003-3089-3885
2015 (English)Conference paper (Refereed)
Abstract [en]

EA initiatives are usually spanning the entire enterprise on high level. While, a typical development organization (could be a business unit within a larger enterprise) often has detailed models describing their product, the enterprise architecture on the business unit level is handled in an ad hoc or detached way. However, research shows that there is a tight link between the product architecture and its developing organization. In this paper we have studied an organization within Ericsson, which focuses on the development of large software and hardware products. We have applied the hidden structure method, which is based on the Design Structure Matrix approach, to analyze of organizational transformations. The to-be scenarios are possible alternatives in trying to become more agile and lean. Our analysis shows that one scenario likely increases the complexity of developing the product, while the other two suggestions are both promising to-be scenarios.

Place, publisher, year, edition, pages
Springer-Verlag New York, 2015. Vol. 215
, Lecture Notes in Business Information Processing, ISSN 1865-1348
National Category
Computer Systems
URN: urn:nbn:se:kth:diva-161377DOI: 10.1007/978-3-319-19243-7_31ISI: 000364992400031ScopusID: 2-s2.0-84937484989ISBN: 978-331919242-0OAI: diva2:794495
In Proc. of the Trends in Enterprise Architecture Research (TEAR) workshop, at CAiSE, Stockholm, Sweden, June 2015
ÅForsk (Ångpanneföreningen's Foundation for Research and Development)

QC 20151119

Available from: 2015-03-11 Created: 2015-03-11 Last updated: 2015-12-18Bibliographically approved

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Lagerström, Robert
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ReferencesLink to record
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