Towards a Unified Business Strategy Language: A Meta-model of Strategy Maps

1. Towards a Unified Business Strategy Language: A Meta-model of Strategy Maps Constantinos GiannoulisMichael PetitJelena Zdravkovic

2. Agenda • Research scope • Strategy maps • The Strategy Map Meta-model • Future work

3. Research Scope • Goal modeling: linking stakeholders with artifacts • The holy grail?: An artifact should serve the purpose envisioned by stakeholders! • System Development: GORE [1], BMM [2] • IT alignment, IT Strategy • Enterprise’s strategic alignment , Business Strategy?

4. Research Scope Current efforts Shortcomings Operationally focused Lack goal traceability No clear link between value creation and system goals No support on different stakeholder view integration and evaluation Lack of requirement to strategy traceability Method specific • Combinations of languages to align strategy and value proposition to related operational processes • Examples: INSTAL, business modeling with UML, CREWS-L’Ecritoire, e3-value, 3g framework, i* & RAD, goal modeling and value modeling ontology, i* and strategy maps [3][4][5][6][7][8][9][10]

5. Research Scope

6. Background Goal modeling languages Business Strategy [13] The resource-based view The industrial organization perspective The Schumpeterian view of competition • In RE [11]: • various levels of applicability (e.g. the RE process) • semi-formal vs formal • In business • business model & business plan expressiveness (BMM) • goal oriented enterprise (Popova & Sharpanskykh) [12]

7. Background • Inspired by the Unified Enterprise Modeling Language, UEML[14]: • We aim at a core language for modeling business strategy aligning business strategy to system requirements • We intend to analyze and evaluate goal-oriented languages against a well defined ontological base • Our ontological base: a unified business strategy meta-model (business strategy concepts and frameworks)

8. Strategy Maps

9. Strategy Maps • Strategy Maps (what?) • Four organizational perspectives of the Balance Scorecard framework (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 • Strategy Maps (why?) [15] • A mediator between Mission, core values, Vision and Strategy to the concrete operational actions • Provides a visual representation

10. Strategy Maps • The template [15]

11. The Strategy Map Meta-model • 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

12. The Strategy Map Meta-model • The Strategy Map Meta-model

13. The Strategy Map Meta-model • Includes all elements of Strategy Maps • Supports utilization scenarios: • As-is • To-be • Generalizes some elements for applicability (Groups) • Introduces explicitely user defined groups and perspetives • Separates classes and instances (application)

14. Future Work • Extend the meta-model using BSC • Provide a richer semantic basis and enrich it with concepts from other approaches representing busines strategies • Start evaluating how goal modeling languages (i*, KAOS, BMM, etc.) can express business strategy using this meta-model

15. References • [1] van Lamsweerde, A.: Goal-oriented requirements engineering: a guided tour. In: 5th IEEE International Symposium on Requirements Engineering, pp. 249–262. IEEE Press, New York (2001) • [2] Business Rules Group (BRG): The Business Motivation Model. Group (2007) • [3] Bleistein, S.J., Cox, K., Verner, J.: Validating strategic alignment of organizational IT requirements using goal modeling and problem diagrams. J. Systems and Software 79, 362–378 (2006) • [4] Thevenet, L.H., Salinesi, C.: Aligning IS to organization’s strategy: the INSTAL method. In: Krogstie, J., Opdahl, A.L., Sindre, G. (eds.) CAiSE 2007 and WES 2007. LNCS, vol. 4495, pp. 203–217. Springer, Heidelberg (2007) • [5] Nurcan, S., Etien, A., Kaabi, R., Zoukar, I., Rolland, C.: A strategy driven business process modelling approach. J. Business Process Management 11, 628–649 (2005) • [6] Gordijn, J., Petit, M., Wieringa, R.: Understanding business strategies of networked value constellations using goal- and value modeling. In: 14th IEEE International Requirements Engineering Conference (RE 2006), pp. 129–138 (2006) • [7] van der Raadt, B., Gordijn, J., Yu, E.: Exploring web services ideas from a business value perspective. In: 13th IEEE International Conference on Requirements Engineering (RE 2005), pp. 53–62. IEEE CS, Los Alamitos (2005) • [8] Edirisuriya, A.: Design Support for e-Commerce Information Systems using Goal, Business and Process Modelling. PhD Thesis. Department of Computer and Systems Sciences, Stockholm University (2009) • [9] Singh, S.N., Woo, C.: Investigating business-IT alignment through multi-disciplinary goal concepts. J. Requirements Engineering 14, 177–207 (2009) • [10] Babar, A., Zowghi, D., Chew, E.: Using Goals to Model Strategy Map for Business IT Alignment. In: 5th International Workshop on Business/IT Alignment and Interoperability (BUSITAL 2010), pp. 16–30 (2010) • [11] Kavakli, E., Loucopoulos, P.: Goal Driven Requirements Engineering: Evaluation of Current Methods. In: 8th CAiSE/IFIP8.1 Workshop on Evaluation of Modeling Methods in Systems Analysis and Design, EMMSAD (2003) • [12] Popova, V., Sharpanskykh, A.: Formal Modelling of Goals in Organizations. Technical report, VU University faculty of Science (2008) • [13] Barney, J.: Types of Competition and the Theory of Strategy: Toward an Integrative Framework. J. Academy of Management Review 11, 791–800 (1986) • [14] Anaya, V., Berio, G., Harzallah, M., Heymans, P., Matulevicius, R., Opdahl, A., Panetto, H., Verdecho, M.J.: The Unified Enterprise Modelling Language – Overview and further work. J. Computers in Industry 61 (2009) • [15] Kaplan, R.S., Norton, D.P.: Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Harvard Business School Press, Boston (2004)

16. Questions? • Constantinos Giannoulis • constantinos@dsv.su.se • http://syslab.dsv.su.se/profile/constantinos • Michael Petit • mpe@info.fundp.ac.be • http://www.fundp.ac.be/universite/personnes/page_view/01002983/ • Jelena Zdravkovic • jelenaz@dsv.su.se • http://syslab.dsv.su.se/profile/jelenaz