"Business architecture" is a concept for optimizing corporate boundaries aimed at realizing targeted business models and corporate system design involving stakeholders. To optimize the corporate boundaries, companies must partially and/or wholly optimize the individual management elements s (strategy, organization, technology, operation, and leadership) comprising the corporate system that has achieved congruence with its environment. The type of management concerned with optimizing these corporate boundaries and the corporate systems that consist of individual management elements is referred to in this book as "boundary management."
The concept of "boundaries congruence" inside and outside the corporate system, and the formation of an optimal architecture concerned with environmental change and with management elements such as strategy, organization, technology, operation, and leadership are key to implementing dynamic strategic management. This book presents the concept of "business architecture" and optimizing processes as a corporate system based on multiple corporate case studies (Sony, NTT-DATA, NTT-DoCoMo, Toyota, Honda, Omron, Takara, Recruit, First Retailing, Panasonic, and Canon).
Boundary Management Mitsuru Kodama Boundary Management Developing Business Architectures for Innovation 123 Mitsuru Kodama, Ph.D. Professor of Information and Management College of Commerce and Graduate School of Business Administration Nihon University 5-2-1 Kinuta Setagaya-ku Tokyo 157-8570 Japan
[email protected] ISBN 978-3-642-03788-7 e-ISBN 978-3-642-03789-4 DOI 10.1007/978-3-642-03789-4 Springer Heidelberg Dordrecht London New York Library of Congress Control Number: 2009939280 © Springer-Verlag Berlin Heidelberg 2010 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer. Violations are liable to prosecution under the German Copyright Law. The use of general descriptive names, registered names, trademarks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. Cover design: WMX Design GmbH, Heidelberg Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com) To my family Preface and Acknowledgement In recent years, the development of ICT and digitization has increased the need to develop new products and services and build business models that transcend industries and merge different technologies. Technology innovation in the past closely pursued and developed specialist knowledge, but with the development of unprecedented new products and services based on new concepts, innovations increasingly arise from merging one technology field with another. Amid continuous environmental change, dynamic strategic management to deliberately and constantly create new positioning (including new products, services, and business models) and values is an important theme for practitioners on a day-to-day basis. How should companies exploit and implement strategy under a dynamically fluctuating environment? What is the essence of dynamic strategic management? These issues are