Modeling Business Strategy: A meta-model of Strategy Maps and Balance Scorecards

Modeling Business Strategy A meta-model of Strategy Maps and Balanced Scorecards Constantinos Giannoulis Michael Petit Jelena Zdravkovic

Overview
Business-IT alignment; links to RE
Problem?
Our Goal & Purpose; towards a Unified Business Strategy Meta-Model (UBSMM)
Where we are today
Future work

Business-IT Alignment
Business-IT Alignment
Business strategy & IT strategy
Fit between business needs and IS priorities
Long time commitment & planning with impact on IT planning
focused use of IT: improved performance
Business Strategy links to RE
Context
Rationale for decisions
Resources
Decision making

Problem? System Development RE (Early/Late) Enterprise Models Business Strategy Goal Models Business-IT Alignment INSTAL SMBSC Value Configuration Blue Ocean B-SCP GQM
Alignment methods are rooted in IS and not Strategic Management
Mechanistic & unrealistic
Dynamic business vs static IT
Only some RE methods are partially aligned to BS via direct semi-formal mappings (e.g. i* and Strategy Maps)
No use of distinct BS methods but only liberal use
Business strategy is unknown or unclear/ambiguous

Our Goal
Build a unified meta-model for business strategy models (UBSM M ) to support existing business strategy approaches towards Business IT alignment; leverag e from goal modeling concepts and constructs (GORE, BMM, etc.)
Analyz e the capabilities for linking UBSM M with languages for modeling system requirements to support alignment

Our Goal
UBSMM: A meta-model with a pivot function that allows business strategy to be linked to enterprise models
Formalized with defined Semantics
Mapping between Business Strategy Definition methods & Goal Modeling techniques
System Development RE (Early/Late) Enterprise Models Business Strategy Goal Models Business-IT Alignment INSTAL SMBSC B-SCP GQM Value Configuration Blue Ocean UBSMM

Towards UBSMM
Business Strategy Meta-Models (Strategy Maps & Balance Scorecards, Value Configurations, Blue Ocean, etc.)
Formalization (OWL & Telos)
Concept Unification: UBSMM
Support alignment methods
Mappings to goal modeling notations (i*, KAOS, Tropos, etc.)
Validation via test cases
How does UBSM support/improve alignments methods?)
Mapping between strategy and development

Where we are today
Business Strategy formalization
Strategy Maps and Balanced Scorecards
To UML meta-model
To OWL & Telos
provides:
consistency
correct instantiation
the process of formalizing raises unseen questions
properties & constraints are discovered
clear & unambiguous abstract syntax of our meta-model(s)
additional operations (model integration)
difusion and reusability

Strategy Maps
Four organizational perspectives of Balanced Scorecards (BSC): financial, customer, internal, learning and growth
Both external & internal (all business activities)
Structure: Cause-effect links/assumptions
Build top-down (causality is bottom-up)
Communicate direction and priorities
Balanced Scorecards
Objectives
Measures,
Targets,
Actions
SMBSC

SMBSC
Modeling Strategy Maps
the Strategy Map template provides the main concepts
Applications from literature provide conceptual variations emboddied through constrains
Cardinality restrictions between classes both from the template and literature

The SMBSC Meta-model

The SMBSC Meta-model
Includes all elements of Strategy Maps and BSC
Generalizes some elements for applicability (Groups)
Introduces explicitely user defined groups and perspetives
Separates classes and instances (application)
Constraints expressed in a structured manner

SMBSC Meta-model (e.g. constraints) The Goal class
Every goal included in a theme is also included in the strategy map for which the theme is defined.
For goals in the financial perspective no initiatives are launched because targets capture the results of initiatives from the other perspectives.
Every goal must influence another goal, except in the financial perspective where a top-goal may exist.
A goal belonging to a theme must belong to the same strategy map in which this theme belongs to .
A goal belonging to either the Customer Perspective or the Internal perspective may influence another goal, which belongs either on the same perspective or the one above (Top-down: financial, customer, internal, learning & growth). Whereas a goal belonging to the Learning & Growth perspective can only be influenced by another goal belonging into the same perspective (there exists no perspective below) and similarly, a goal belonging to the financial perspective can only influence a goal belonging in the same perspective (there exists no perspective above).
…

Formalization
Telos
Expressiveness of advanced constraints
Model checking supported by tools (conceptbase)
BUT cannot reason about the model and integrate others
OWL
Supports integration
Establish rules for mappings (OMG)
Advanced reasoning
Widely accepted and used
BUT derivation is not supported

SMBSC in OWL

SMSBC in OWL (ABB case)

SMBSC in Telos

SMBSC in Telos (ABB case)

Future Work
Formalize more business strategy methods
Unify the formal models for UBSMM
Integrate more business strategy methods
Validate UBSMM with cases
Map and evaluate how UBSMM can support/complement alignemnt methods
Map and evaluate how goal modeling languages (i*, KAOS, BMM, etc.) can express business strategy using UBSMM

Questions?
Constantinos Giannoulis
[email_address]
http://constantinos.blogs.dsv.su.se /
Jelena Zdravkovic
[email_address]
http://jelena.blogs.dsv.su.se/
Micha ë l Petit
[email_address]
http://www.fundp.ac.be/universite/personnes/page_view/01002983/

Modeling Business Strategy: A meta-model of Strategy Maps and Balance Scorecards

by Cωνσtantίnoς Giannoulis on Jun 02, 2011

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Modeling Business Strategy: A meta-model of Strategy Maps and Balance Scorecards — Presentation Transcript