Presentation by S. Assar of a paper co-writtend with M. Hafsi at the CBI 2018 conference in Vienna, Austria on July 11, 2018

1. Towards a Visual Modeling Approach to
Manage the Impact of Digital Transformation
on Information Systems
Research In Progress paper
Mouaad HAFSI, Saïd ASSAR
Institut Mines Telecom Business School – LITEM – Univ Evry
Université Paris-Saclay, 91025, Evry, FRANCE

2. 1. What is Digital Transformation? 2
Source
Patricia Jones, “What does Digital Transformation mean?”, ConvergeHub,
https://www.convergehub.com/blog/what-does-digital-transformation-mean-what-are-its-nine-core-elements

3. 1. What is Digital Transformation? 3
Source
G. Westerman, C. Calméjane, D. Bonnet, P. Ferraris, and A. McAfee, “Digital Transformation: A Roadmap for
Billion-Dollar Organizations,” MIT Center for Digital Business and Capgemini Consulting, 2011.

4. 2. Challenges in using EM to address DT
A practitioner point of view:
• No frameworks or tools for defining the ability of the IS
to make use of new platforms, such as cloud computing,
online store, micro-services, etc.
• Inability to model external factors such as key trends,
market forces, industry forces, and macroeconomic
forces.
• Limited support for modeling changes and their impact
on the other IS components.
4

5. 3. Approach and hypothesis
Hypothesis
• Enterprise modeling is an adequate tool to drive DT
endeavors
Research goals
• To assess existing EM approaches
• To provide the decision support needed by the company's
managers to deal with DT and its impact on their IS
• To propose a Digital Transformation-Oriented (DTO) model to
master IS evolution in digital contexts
• To develop tools and methods based on DTO model
Research approach
• Design science (build – evaluate – conceptualize knowledge)
5

6. 4. State of the art
• A. Zimmermann, R. Schmidt, et al.:
– Digitization
– Digital Enterprise Architecture
• J. Stirna, J. Zdravkovic, et al.
– Capability driven development
• B. Fritscher, Y. Pigneur:
– Business IT alignment
6

7. 5. Using Archimate to define DTO concepts
• Imported concepts (Archimate) :
– Process
– Service
– Goal
– Resource
– Capability
– Contract
– Internal behavior element
– Data Object
– Interface
• New concepts
– Channel
– Industry force
– Market force
– Digital capabilities / Innovation
– Key trend
7

8. 6. DTO principles
• Flexibility by design => autonomous IS
components
• Decoupling
– Horizontal decoupling : process layer versus
organizational environment layer.
– Vertical decoupling : production component view
versus distribution component view
• Modeling external factors
– Key trends, Market forces, Industry forces, Digital
capabilities & Innovation
8

9. 6. A DTO framework 9
Generic
interface
Business capability
Distribution
Channel
Distribution
Goal
Distribution
Process
Service
Production
Goal
Production
Process
Customer Data
Production
Data
The organizational environment
layer
Generic
interface layer
Distribution
Componentsview
Production
Componentsview
The process layer
External
factors
Market forces
Digital capabilities /
Innovation
Industry force Key trends
Organizational Resource
Physical Resource
Internal behavior element
Infrastructure Resource
Artefact Contract

10. 7. Case study : Numan Gardens
• A small private Moroccan company dedicated to natural
and organic cosmetics and wellness products
• It has a production equipped with a production and
extraction system with qualified human resources who
are capable of tracking the production from seed
collection to packaging
• The company aims to use two types of channels to reach
customers: Physical stores, and one online store
• Regarding business strategy, key resources are the brand
of the company and its contacts with partners
• The partners that form the backbone of the company's
products include raw material producers (mainly oils),
cooperatives and logistics companies (transport, storage)
10

11. 8. Methodology for using the DTO model 11
Step 2 : Instantiation Using
DTO Template
Step 4 : Analyzing digital
transformation impacts on IS
Managing the new distribution
channels acquisition impact on IS
Step 3 : Visualizing Business IT
Alignment
Visualizing the value chain of
“Managing online orders” process
Step 1 : Numan Gardens IS Creation

12. 8.1 The Visual DTO model instantiation 12
Organizational
Resource
Physical Resource
Internal behavior
element
Infrastructure
Resource
Artefact Contract
The Company organizational environment layer
generic
interface layer
Distributioncomponents
view
Productioncomponents
view
The Company Process layer
External
factors
Managing
online
orders
Physical
Store
customer reliability
order
informati
onTracking
an order
Customer
informati
on
Distribution
Channel
Distribution
Process
Business
capabilities
Distribution
Goal
Customer
Data
Managing
Store’s
orders
Search an order
Mastering the order
management
traceability
management
Client
referenc
es
Improving campany
performance
Production
Process
Service
Production
Goal
Production
Data
Used for
Generic
functionalities
Generic
roles
Generic
Caractér
istics
Cooperative size
Artefact
Contract
Cost software
Resource producer
Logistic companies
Organizational
Resource
Factory unity
JD ERP (software)
Physical Resource
Internal Server
Oneandone
Infrastructure
Resource
LAN network > 200MG
Internal
Behaviour
Element
Office suite 2007
Planning events Emailing EDI 3.2
biological use
trends
BIO product
requirement
product traceability
obligations
Market
forces
the morrocan
prices grid used
Key
trends
targeted and
personalized marketing
techniques
Digital
capabilities /
Innovation
Industry
force
make an
order online
Simplification of
employee order tracking
Online
store

13. 8.2 Visualizing Business IT alignment 13
Organizational
Resource
Physical Resource
Internal behavior
element
Infrastructure
Resource
Artefact Contract
The Company organizational environment layer
generic
interface layer
Distributioncomponents
view
Productioncomponents
view
The Company Process layer
External
factors
Managing
online
orders
Physical
Store
customer reliability
order
informati
on
Online
store
Tracking
an order
Customer
informati
on
Distribution
Channel
Distribution
Process
Business
capabilities
Distribution
Goal
Customer
Data
Managing
Store’s
orders
Search an order
Mastering the order
management
traceability
management
Client
referenc
es
Improving campany
performance
Production
Process
Service
Production
Goal
Production
Data
Used for
Generic
functionalities
Generic
roles
Generic
Caracter
istics
Cooperative size
Simplification of
employee order tracking
Artefact
Contract
Cost software
Resource producer
Logistic companies
Organizational
Resource
Factory unity
JD ERP (software)
Physical Resource
Internal Server
Oneandone
Infrastructure
Resource
LAN network > 200MG
Internal
Behaviour
Element
Office suite 2007
Planning events Emailing EDI 3.2
biological use
trends
BIO product
requirement
product traceability
obligations
Market
forces
the morrocan
prices grid used
Key
trends
targeted and
personalized marketing
techniques
Digital
capabilities /
Innovation
Industry
force
make an
order online

14. 8.3 Analyzing digital transformation impacts on IS 14
Organizational
Resource
Physical Resource
Internal behavior
element
Infrastructure
Resource
Artefact Contract
The Company organizational environment layer
generic
interface layer
Distributioncomponents
view
Productioncomponents
view
The Company Process layer
External
factors
Managing
online
orders
Physical
Store
customer reliability
order
informati
on
Online
store
Tracking
an order
Customer
informati
on
Business
capabilities
Distribution
Goal
Customer
Data
Managing
Store’s
orders
Search an order
Mastering the order
management
traceability
management
Client
referenc
es
Improving campany
performance
Production
Process
Service
Production
Goal
Production
Data
Used for
Generic
functionalities
Generic
roles
Generic
Caractér
istics
Cooperative size
Artefact
Contract
Cost software
Resource producer
Logistic companies
Organizational
Resource
Factory unity
JD ERP (software)
Physical Resource
Internal Server
Oneandone
Infrastructure
Resource
LAN network > 200MG
Internal
Behaviour
Element
Office suite 2007
Planning events Emailing EDI 3.2
biological use
trends
BIO product
requirement
product traceability
obligations
Market
forces
the morrocan
prices grid used
Key
trends
targeted and
personalized marketing
techniques
Digital
capabilities /
Innovation
Industry
force
make an
order online
Simplification of
employee order tracking
Phone Store
Managing
Phone’s
orders

15. 9. Conclusion
• The DTO model
– Ongoing research endeavor
– Focus on visualization for Digital Transformation
projects
• Future work
– Test the model in real world settings (e.g. banking
domain)
– Focus on decision making and strategic analysis of DT
impact of DT
15