The Virtual Enterprise: enterprise transformation enabled by strategic digital acceleration

Purpose The Virtual Enterprise model expands potential for extreme digitalization, extended value chains and intelligent workflows, along with new partnership and ecosystem approaches. Design/methodology/approach Analysis of a new survey of more than 7000 C-suite executives conducted by the IBM Institute for Business Value (IBV) provides new and striking insights into what operational, organizational and cultural environments are most conducive to effective and enduring digital transformation. Findings The Virtual Enterprise re-imagines how and where work is done, re-evaluating the necessity for physical assets, infrastructure and talent. Practical/implications The single most important characteristic of the Virtual Enterprise is “openness”, which brings value at three levels: inside the enterprise, with partners outside the enterprise and with the wider ecosystem. Originality/value The research found that the high technology adopters who focus on “openness” and “ecosystems” enjoy a 40 percent revenue growth performance premium over their advanced competitors.

A Collaborative Method for Scoping Software Product Lines: A Case Study in a Small Software Company

SPL scoping is the activity for bounding Software Product Lines (SPL), gathering heterogeneous knowledge from diverse sources. For achieving an agreement among different stakeholders, a commonalty scope must be understood and committed to. However, gathering this knowledge from stakeholders with individual interests is a complex task. This paper reports the experience of scoping the SPL of a small Colombian software company, applying and evaluating a collaborative method called CoMeS-SPL. The company was looking to develop a set of products from a product previously developed with great potential to be adapted and sold to different customers. From a collaborative relationship university–enterprise model, the research groups that developed CoMeS-SPL proposed to use it answering to the company needs for defining an organization-suitable reuse scope around its platform called CORA. Both parties joined in the scoping co-production of the first SPL of the company. This method implied that the company would perform new tasks and involve other roles different for those who are used to defining the scope of a single product. The company actors considered that they obtained a useful scope and perceived the collaboration as valuable because they shared different knowledge and perspectives. The researchers were able to provide feedback on their proposed model, identifying successes and aspects to improve. The experience allowed strengthening the ties of cooperation with the company, and new projects and consultancies are being carried out.

Creating alternative interventions in social work to promote socio-economic development in South Africa: Lessons from selected social enterprises

Social work interventions for families, individuals and communities should be comprehensive and sustainable. A social enterprise model with dual social and economic value creation provides a useful framework for such interventions. Through a qualitative research approach and case study design, three social enterprises were studied. The findings indicate that social enterprises pursue people-centred investment; engineer and promote social integration and equity in the local communities; and create employment and promote skill development for vulnerable groups such as women and youth. Thus, a social enterprise dual mission for accruing social and economic value aligns with the social work helping mandate, and therefore smoothly integrates.

Reshaping the Role of Destination Management Organizations: Heritage Promotion through Virtual Enterprises—Case Study: Bresciatourism

Cooperation in tourism is considered crucial for sustainable destination promotion, addressing several opportunities to decrease the level of competition among actors to achieve advantages for all. Global markets force rapid, virtual teaming up and high reconfigurability through heavy reliance on information and communications technology in the pursuit of specific market opportunities for a destination’s heritage promotion. In light of a reshaped destination management organization role, this work focuses on temporary cooperation and adapts the dynamic virtual enterprise model to tourism. A case history in Brescia was examined to support the theoretical construct. The resulting conceptual schema highlights the main features of a virtual enterprise in tourism (VEt), the life cycle stages—qualified by dynamic adaptation—and the leadership role of the destination management organizations. In generating a VEt model, four conditions for effectiveness emerge.

PERANCANGAN ENTERPRISE ARCHITECTURE MENGGUNAKAN ZACHMAN FRAMEWORK PADA PERUSAHAAN JEWELRY

Jewelry Company merupakan perusahaan yang memproduksi perhiasan dengan memberikan kualitas yang terbaik kepada konsumennya. Dalam perkembangannya, jewelry Company memiliki sebuah pabrik yang memproduksi berbagai jenis perhiasan diantaranya emas, perak, ruby, permata, topaz dan sapphire. Namun, dalam perencanaan SI/TI di dalam perusahaan tersebut masih terbilang kurang memaksimalkan penggunaan SI/TI yang seharusnya diterapkan di dalam sebuah perusahaan. Oleh sebab itu, perusahaan ini memerlukan sebuah perencanaan yang lebih strategis untuk mendukung tujuan bisnis yang selaras dengan strategi bisnis dan strategi SI/TI. <em>Enterprise Architecture Planning</em> dipilih sebagai panduan dan <em>Zachman Framework </em>sebagai metode dalam perancangan yang terdiri dari enam baris yaitu <em>scope, enterprise model, system model, technology constrained model, retailed representations, </em>dan<em> functioning enterprise</em>, serta enam kolom yang terdiri dari <em>what, how, where, who, when, </em>dan<em> why</em>. Hasil dari penelitian ini adalah sebuah usulan rancangan arsitektur yang disarankan kepada perusahaan diharapkan dapat mendukung penuh kegiatan bisnis yang berjalan agar lebih optimal dan efektif.