12 quotes found
"When software applications became larger and larger, people such as Shaw and Garlan coined the term software architecture. This notion of architecture deals with the key design principles underlying software artefacts. In the 1980s and 1990s, people became aware that the development of information technology (IT) should be done in conjunction with the development of the context in which it was used. This led to the identification of the so-called business/IT alignment problem. Solving the business/IT alignment problem requires enterprises to align human, organizational, informational, and technological aspects of systems. Quite early on, the term architecture was also introduced as a means to further alignment, and thus analyzes and solves business?IT alignment problems, Recently, the awareness emerged that alignment between business an IT is not enough, there are many more aspects in the enterprise in need of alignment. This has led to the use of the term architecture at the enterprise level: enterprise architecture."
"Enterprise engineering is an emerging discipline that studies enterprises from an engineering perspective. The first paradigm of this discipline is that enterprises are purposefully designed and implemented systems. Consequently, they can be re-designed and re-implemented if there is a need for change. The second paradigm of enterprise engineering is that enterprises are social systems. This means that the system elements are social individuals, and that the essence of an enterprise's operation lies in the entering into and complying with commitments between these social individuals."
"Enterprise engineering is rooted in both the organizational sciences and the information system sciences. In our current understanding, three concepts are paramount to the theoretical and practical pursuit of enterprise engineering: enterprise ontology, enterprise architecture, and enterprise governance."
"Some years ago, the planning group at Shell surveyed 30 companies that had been in business for more than 75 years. What impressed us most was their ability to live in harmony with the business environment, to switch from a survival mode when times were turbulent to a self-development mode when the pace of change was slow. And this pattern rang a familiar bell because Shell’s history is similarly replete with switches from expansion to self-preservation and back again to growth."
"The ability to learn faster than competitors may be the only sustainable competitive advantage."
"A company's success no longer depends primarily on its ability to raise investment capital. Success depends on the ability of its people to learn together and produce new ideas"
"Companies die because their managers focus on the economic activity of producing goods and services, and they forget that their organizations' true nature is that of a community of humans."
"There are times when a company’s know-how, product range, and labor relations are in harmony with the world around it. The business situations are familiar, the company is well organized, and employees are trained and prepared. During those times, managers do not need to develop and implement new ideas. Their job is to allocate resources to promote growth and development, channeling capital and people to the parts of the organization best positioned to benefit from the current state of affairs. Those parts of the organization then become larger, better established, and more powerful."
"To me it was so natural that companies should seek their own survival. I had seen nothing else in my life. Companies struggle to keep going and to grow, for as long as possible."
"Arie de Geus is a former executive with Royal Dutch/Shell who, together with Peter M. Senge, is responsible for the development of the concept of the ‘learning organisation’. In the early 1990s it was Senge, through his best-selling book The Fifth Discipline (1990), who did most to disseminate and popularise the concept. More recently, however, de Geus has produced an important body of writing in his own right, notably The Living Company (1997), in which he takes an organic and holistic view of organisations and closely links their ability to learn with the extent to which they are integrated into their environment."
"Contingency theories dominate scholarly studies of organization behavior, design, performance, planning and management strategy. While they vary widely in subject matter, they have the common proposition that an organizational outcome is the consequency of a "fit" or match between two or more factors. "Fit" is the key concept in this proposition, and the core problem common to contingency theories is not defining this term clearly. This paper examines three ways to define and test this concept of fit: Selection, Interaction, and Systems approaches. A critical discussion of these three approaches will clarify much of the current confusion in the literature on contingency theories, and suggest ways that future theorizing and research can become more systematic and constructive."
"Fit is a feasible set of equally effective internally consistent patterns of organizational context and structure."