Abstract
In an increasingly connected and dynamic world, most organizations are continuously evolving their business objectives, processes and operations through ongoing transformation and renewal, while their external environment is changing simultaneously. In such a setting, it is imperative for organizations to continuously monitor their performance and adjust when there is a need. The technology that delivers this monitoring capability is called Business Intelligence (BI), and over the years it has come to play a central role in business operations and governance. Unfortunately, there is a huge cognitive gap between the strategic business level view of goals, processes, and performance on one hand, and the technological/implementation view of databases, networks, and computational processing offered by BI tools on the other.
In this paper, we present a model-based framework for bridging this cognitive gap and demonstrate its usefulness through a case study involving organizational transformation. The business view is modeled in terms of the Business Intelligence Model (BIM), while the data collection and reporting infrastructure is expressed in terms of the Conceptual Integration Model (CIM). The case study involves a hospital implementing a strategic initiative to reduce antibiotic resistant infections.
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Barone, D., Peyton, L., Rizzolo, F., Amyot, D., Mylopoulos, J. (2011). Towards Model-Based Support for Managing Organizational Transformation. In: Babin, G., Stanoevska-Slabeva, K., Kropf, P. (eds) E-Technologies: Transformation in a Connected World. MCETECH 2011. Lecture Notes in Business Information Processing, vol 78. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-20862-1_2
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DOI: https://doi.org/10.1007/978-3-642-20862-1_2
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