Supporting Organisational Efficiency and Agility Models, Languages and Software Systems Supporting Organisational Efficiency and Agility

Motivation (1) current design and use of enterprise systems unsatisfactory too little reuse and integration little flexibility too little account for peculiarities of organisational action systems often characterized by inefficiency, inconsistency and lack of flexibility communication barriers between business and IT cognitive capabilities/constraints of users 10 Supporting Organisational Efficiency and Agility

Motivation (2) too little support for coping with challenges and opportunities of the digital transformation may require radical change (of products, processes and even of business model) requires both, flexibility of information system and action system progress compromised by path dependencies requires thoughtful and agile employees that understand the construction and adaptability of information systems … and information systems that serve them as powerful tools 20 Supporting Organisational Efficiency and Agility

Need for Abstraction reuse and integration require discovering/constructing commonalities shared by a range of systems abstracting on common properties abstracting details required for adaptation to specific needs away requires theory of targeted domain to identify commonalities to identify an invariant core modelling/programming language concepts that enable expressing those abstractions 30 Current mainstream OO languages allow for limited abstraction only! Supporting Organisational Efficiency and Agility

Theories/Models of the Enterprise no theories to be expected that are of similar epistemological power as theories in the natural sciences ontological assumption: contingent subject hence: no explanation of the present, no prediction of the future to be expected from theories/models of the enterprise knowledge offerings to improve the understanding of non- trivial phenomena (e.g. organizational resistance to change, lack of rational behavior …) models that cover a wide range of possible future worlds which might be more attractive than the present world 40 Need for cross-disciplinary collaboration! Need for people who appreciate a theoretical perspective. Supporting Organisational Efficiency and Agility

Software Development & Maintenance 50 „engineering“ Formalisation agile development flexibility “Individuals and interactions over processes and tools.” Agile Manifesto Supporting Organisational Efficiency and Agility

Organisational design Organizing 60 Organisational design Formalisation Organisation development Flexibility “My point is that we can’t hope to create new organizational forms in old ways. We have to get beyond tinkering with existing organization structures. We have to imaginize and explore creative possibilities that can add new chapters to the history of how we organize and manage.” Gareth Morgan Supporting Organisational Efficiency and Agility

Software Architecture (1) 70 restrictive schema Formalisation Loose coupling Flexibility Supporting Organisational Efficiency and Agility

Software Architecture (2) 80 restrictive schema Formalisation Loose coupling Integrity Supporting Organisational Efficiency and Agility

Prototypical Organisations (2) 90 Bureaucracy Formalisation “agile” organisation Flexibility Supporting Organisational Efficiency and Agility

Organisational Change “Our conventional view may bluntly be summarised as follows: Organizations are rigid in terms of belief, paradigms, or world-views, and they may even persist with low performance for a long time. Already established knowledge structures hardly ever change except in cases where new management comes in or there is a crisis.” Georg von Krogh/Johan Roos 100 “In this world, mechanistic thinking breaks down and managers have to find fresh images for understanding and shaping what they’re doing.” Gareth Morgan “Imaginization is about the creation of “new space”: new space in which new thinking, new insights, and new dialogue can develop and from which new initiatives can emerge.” Gareth Morgan “Design includes the generation of new possibilities.” Winograd/Flores How could we design new possibilities? Supporting Organisational Efficiency and Agility

Domain Theory (1) Richness of domain theory Reference Models DSL 110 Reference Models Richness of domain theory DSL Architectures GPL range of possible realisations Supporting Organisational Efficiency and Agility

Domain Theory (2) ? + ? ++ Richness of domain theory Reference Models 120 ? Reference Models Richness of domain theory + DSL ? Architectures ++ GPL Modification effort depends on quality of abstraction How can we tell the quality of an abstraction? Supporting Organisational Efficiency and Agility

Conceptual Models – Much More than Drawings “Through models we take the reality of the past and the possibilities of the future into the present.” Bernd Mahr 130 “Maps give us a reality beyond our reach.” Denis Wood “In science, as in much of art, human knowledge is achieved by means of representation. By contrast with nonhuman animals, human beings create the means of their own cognition. That is to say, we create cognitive artifacts which not only go beyond the biologically evolved and genetically inherited modes of perceptual and cognitive activity, but which radically alter the very nature of learning and which demarcate human knowledge from animal intelligence. The cognitive artifacts we create are models: representations to ourselves of what we do, of what we want, and of what we hope for.” Marx Wartofsky © Ulrich Frank | Role of Models

Vision 1: Automation address insufficiencies of human action systems by thoroughly developed (formal) models that serve as a versatile schema for performing organisational tasks that enable increasing the level of automation and control substantially managing the firm can be done by a machine decision making through the analysis of models (and corresponding instances) adapting the business by adapting models at runtime 140 Engineering Perspective: Eliminate the Human Factor © Ulrich Frank | Role of Models

Vision 2: Interactive Models Software will further penetrate organisations. Most stakeholders will perceive and conceptualize an organisation through its representation in software -> „The software is the enterprise.“ Models could serve as a core representation of the enterprise and its software (and the resources managed by software) – to promote comprehensibility, transparency organisational integration adaptability of software decision making „“The model is the enterprise.“ 150 Models as (cognitive) tools and communication media © Ulrich Frank | Role of Models

Goals of the Seminar outline research agenda assessment of models as enablers of future generation enterprise (systems) identification of key prerequisites of change of organisational action systems enterprise software systems identification and assessment of approaches to foster synchronization of models and code assessment of user empowerment through models outline research agenda for cross-disciplinary collaboration for developing new generation of enterprise software systems 160 © Ulrich Frank | Role of Models