The Composable Enterprise: Agile, Flexible, Innovative

Inhaltsverzeichnis

1. Frontmatter

2. 1. The Composable Enterprise as a New Paradigm

   August-Wilhelm Scheer

   Abstract

   The term ″composable enterprise″ was coined by the consultancy firm Gartner and describes a company that is agile, flexible and innovative due to its information systems. The book introduces information system components such as packaged business capabilities and application composition platform, which justify the paradigm shift from monolithic architecture to composable enterprise. At the same time, the book outlines the need for a decentralised, process-oriented organisational structure.

   The graphic lifecycle concept in Fig. 1.9 shows the composable enterprise innovation process with the stages of innovation idea, process definition, platform architecture, development, execution, process analysis up to process improvement. These eight stages form the guiding principle for Chapters 1 to 8 of the book. The graphical representation of the lifecycle in Fig. 1.9 and its description also summarise these eight chapters. The graphic representations of the individual phases used in Figure 1.9 are repeated in the summaries of each chapter for guidance.

   The figure below demonstrates the first phase of the lifecycle as business analysis and, at the same time, the content of this first chapter.

3. 2. The Joy of Innovation as a Feature of the Composable Enterprise

   August-Wilhelm Scheer

   Abstract

   This section discusses the potential benefits of the ″composable enterprise″ due to its innovation capability and places the concept in the overall context of corporate development. The ″outside-in″ approach is highlighted as a special feature of successful innovations and the characteristics of a business model are identified. Consideration is given to the dangers of the innovator’s dilemma of clinging to proven, successful concepts for too long. Discussions of innovation are initially kept brief in order not to disturb the flow of thought of the lifecycle concept. Because of the importance of innovation for the composable enterprise, the topic is continued in Chapter 9 with a discussion of important innovation drivers.

   The figure below establishes the connection to the lifecycle model in Fig. 1.9.

4. 3. From Process and Enterprise Architecture to Digital Enterprise Twin in the Metaverse

   August-Wilhelm Scheer

   Abstract

   The use of innovation potential for new business ideas requires knowledge of the existing initial situation, i.e. the existing business models and processes. Only then can changes or extensions be added quickly.

   In many companies, this step encounters a process and IT landscape that has often grown over decades and consists of heterogeneous hardware and software and lacks adequate documentation.

   If necessary, this landscape must be subsequently documented to the extent that the interfaces between old and new systems can be defined. Only in this way can the transformation succeed and be a prerequisite for a composable enterprise. Methods such as ARIS-EPC and BPMN are presented and demonstrated by using an example.

   The extension of process modelling leads to the description of the entire corporate context in an enterprise architecture. For this purpose, the ARIS house is presented as a framework concept and ways of automatically creating and maintaining an EA are shown.

   Technologies such as digital twins and the virtual worlds of the metaverse open up imaginative perspectives.

   Statements that are very specific or refer to specific systems are marked in italics. Readers who are more interested in an overview can skip these parts without losing the content guide.

   The following figure establishes the connection to the lifecycle in Fig. 1.9.

5. 4. Application Composition Platform Architecture

   August-Wilhelm Scheer

   Abstract

   The special feature of a development platform for a composable enterprises is the support of the ″composable″ paradigm. This means providing methods and tools for developing and composing agile, flexible and innovation-friendly applications from PBCs. The architecture of the application composition platform is presented in detail.

   The application composition platform helps develop PBCs, compose them into applications, as well as manage, deploy and execute them. The execution is monitored and processed using analytics such as mining and improved by optimisation approaches.

   The application composition platform plays a key role in supporting the composable enterprise lifecycle. Its components process automation, integration (API and API management), low-code development and composition are described and demonstrated using examples.

   Statements that are very specific or refer to specific systems are marked in italics. Readers who only need an overview can skip these parts without losing the thread.

   The following figure establishes the connection to the lifecycle in Fig. 1.9.

6. 5. Development

   August-Wilhelm Scheer

   Abstract

   The packaged business capabilities (PBC) as services and their compilation into applications are the main feature of the presentation of composable enterprise component development.

   The development process is very similar to classic software development and is therefore kept short. In addition, important aspects of development, such as workflow control, integration, low-code and composition, have been dealt with in the description of the tasks of the application composition platform in Chapter 4 above.

   The hybrid organisational model in the composable enterprise is a special feature.

   Classic standard software such as ERP, CRM or procurement systems will also remain important as solutions for the shared service in the composable enterprise, especially if they also move to platform architecture and become more flexible. Therefore, the model-driven, process-oriented customising of standard software is treated using the example of SAP software.

   The following figure establishes the connection to the lifecycle in Fig. 1.9.

7. 6. Execution and Operational Performance Support (Case Management)

   August-Wilhelm Scheer

   Abstract

   There is a separate problem area for process control in a process instance with many human decision points, uncertainties, possibilities for error and changes due to customer requirements. This is the case, for example, with production and logistics processes, but also with the onboarding of employees, customer complaints during order processing or credit checks.

   The term operational performance support describes the operational support of individual process instances during their execution. The aim is to support the instances during their processing (pre mortem) with largely automated help in real-time. This is implemented by assistance systems, intelligent algorithms or artificial intelligence based on real-time data.

   A logistic example showing the reaction occurrence of complex events is used to demonstrate the case-dependent processes.

   Statements that are very specific or refer to specific systems are marked in italics. Readers who are more interested in an overview can skip these parts without losing the content guide.

   The following figure establishes the connection to the lifecycle in Fig. 1.9.

8. 7. Insight Through Process Mining

   August-Wilhelm Scheer

   Abstract

   When processes are executed, application systems store data about the start and end of functions in so-called log files. The management and evaluation of these data traces from business processes are referred to as process mining. The structure of log files is described using an example and the essential tasks of process mining such as process model generation and process model comparison are discussed.

   Process mining usually refers to the data source log files. But the automatic recording of user activities at the front end also provides data traces for process mining. This task mining is covered at the end of the chapter.

   Statements that are very specific or refer to specific systems are marked in italics. Readers who are more interested in an overview can skip these parts without losing the content guide.

   The following figure establishes the connection to the lifecycle in Fig. 1.9.

9. 8. From Insight to Action: Robotic Process Automation

   August-Wilhelm Scheer

   Abstract

   In the presentation of process mining, some organisational options for improving process management have already been discussed. In this chapter, these are supplemented by further organisational measures and the adjustment of the production program to the results of product and process mining. Much text is dedicated to the Robotic Process Automation (RPA) with examples.

   If insights arise that lead to fundamental changes in organisation or application systems, then a new innovation cycle begins according to Fig. 1.9 of the composable enterprise.

   Statements that are very specific or refer to specific systems are marked in italics. Readers who are more interested in an overview can skip these parts without losing the content guide.

   The following figure establishes the connection to the lifecycle in Fig. 1.9.

10. 9. Innovation Drivers for the Composable Enterprise

    August-Wilhelm Scheer

    Abstract

    Chapter 2 discussed the importance of digitisation as an innovation driver for the composable enterprise, but in order to present the entire lifecycle first, did not discuss it in detail. This chapter therefore goes into innovation drivers in greater depth.

    In addition to drivers that use economic effects such as exponential growth or low-marginal-cost production, opportunities for information technology such as AI or blockchain are analysed.

    Social or political developments can also inspire companies to innovate. This is demonstrated by factors such as New Work and climate change.

    Statements that are very specific or refer to specific systems are marked in italics. Readers who are more interested in an overview can skip these parts without losing the content guide.

11. 10. Digital Industry Concepts for the Composable Enterprise

    August-Wilhelm Scheer

    Abstract

    Various digital drivers are creating a large number of new products and processes across all industries. Both industries that produce ″information-related″ products or services (e.g. the media) and industries that produce physical products are exposed to these disruptive changes. The following shows how this creates holistic, disruptive business models for companies.

    Industry is considered as the first sector, for which there is already an approach for a digitised type of company with the Industry 4.0 concept. This concept is linked to the properties of the composable enterprise and similarities and additions are highlighted. The main processes of logistics, product development and factory control are followed.

    IT and management consulting are treated as an example of a service sector. The innovation drivers described in Chapter 9 are systematically followed.

    An example from the public sector, universities, is analysed to examine how digitisation affects their research, teaching and administration processes.

    All descriptions are illustrated by examples.

    The three different sectors and approaches provide the reader with suggestions for their own approach.

    Statements that are very specific or refer to specific systems are marked in italics. Readers who are more interested in an overview can skip these parts without losing the content guide.

12. Backmatter