Operational Level IT Governance Model for Partnering and Value Co-Creation in an Ecosystem
Karayilan, Yilmaz (2013)
Metropolia Ammattikorkeakoulu
2013
Creative Commons Attribution-NonCommercial-ShareAlike 1.0 Suomi
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-201305138008
https://urn.fi/URN:NBN:fi:amk-201305138008
Tiivistelmä
The objective of this Thesis is to propose an operational level IT governance model to enable and secure value co-creation in a new service ecosystem consisting of the case company and its vendors. The goal of the new ecosystem is to ensure significant cost savings without jeopardising the quality of service and business continuity while introducing innovative, efficient solutions for increasing productivity. This operational level IT governance model is needed to support the case company’s IT organisation strategy aimed at becoming a true business partner for the newly selected vendors. The vendors are selected for implementing the latest outsourcing initiative which is based on: a) extensive partnership principles, b) value co-creation paradigm within the Service Dominant logic, and c) a new commercial model that suggests “stick and carrot” for members of the service ecosystem and secures the needed paradigm shift.
The research approach applied in this study is action research. The model development is done in iterations, in three action research cycles. The data are mainly collected from the interviews and discussions in the case company, with the participants selected to represent a broad business perspective. The range of participants include subject matter experts from the case company different IT Units: the Unit Heads, enterprise architect, service owner, stakeholder manager, transformation manager, enterprise release manager and the process & tools responsible persons, and the account managers from the selected vendor and supplier companies. In total, 15 people shared their views and expectations for/from the new operational level IT governance model called the Business Service Steering Team (BSST).
The model development is done by creating and verifying two versions of the BSST model, Version 1 and 2, designed after a series of interviews and discussions with the subject matter experts and key stakeholders, and based on reviewing the current case company’s practices as well as the best practice available from the literature.
The outcome of the Thesis is a proposal for a new operational level IT governance model, BSST, including its key features such as ; a) the roles and responsibilities, b) performance management, and c) interaction space.
The research approach applied in this study is action research. The model development is done in iterations, in three action research cycles. The data are mainly collected from the interviews and discussions in the case company, with the participants selected to represent a broad business perspective. The range of participants include subject matter experts from the case company different IT Units: the Unit Heads, enterprise architect, service owner, stakeholder manager, transformation manager, enterprise release manager and the process & tools responsible persons, and the account managers from the selected vendor and supplier companies. In total, 15 people shared their views and expectations for/from the new operational level IT governance model called the Business Service Steering Team (BSST).
The model development is done by creating and verifying two versions of the BSST model, Version 1 and 2, designed after a series of interviews and discussions with the subject matter experts and key stakeholders, and based on reviewing the current case company’s practices as well as the best practice available from the literature.
The outcome of the Thesis is a proposal for a new operational level IT governance model, BSST, including its key features such as ; a) the roles and responsibilities, b) performance management, and c) interaction space.