Presenter:
Prof. Dr. Wim Laurier
Université Saint-Louis – Bruxelles
Enterprise Ontology Research Responsible, Global University Alliance

Key words:
LEAD Enterprise Ontology, Folksonomy, Taxonomy, Enterprise Meta Objects, Enterprise Classification, Enterprise Semantics, Enterprise Decomposition and Composition, Enterprise Meta Model.

Abstract:

This session focuses on the missing concepts of enterprise ontology. Exemplifying the need for an integrated enterprise ontology with an enterprise taxonomy, clearly defined objects, descriptions, class types, stereotypes and subtypes as well as semantic relationships. The session does this by firstly defining the needs in terms of the scope, objective as well as which challenges, issues and problems should the enterprise ontology address. Secondly, it describe the integration and relationship between the LEAD Enterprise Ontology with domain, core and foundational ontologies. Followed by the description of the enterprise meta object components of the enterprise ontology. This session therefore endeavoured to provide a standardized terminology, build common understanding, and make available the enterprise relevant objects, specify the class types, stereotypes, types and subtypes as well as illustrate the LEAD Enterprise Ontology categorization and classification. It helps to reduce and/or, if needed, enhance complexity of concepts within enterprise modelling, engineering and architecture principles. Attempting to build a basis of a structured way of thinking, working and execution.

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Prof. Dr. Hans-Jürgen Scheruhn has introduced the Enterprise Navigator concept – also known as ‘eGPS’ – to the world where it is now being taught in hundreds of universities around the world. The eGPS is a navigational user interface system component that applies navigation within and the LEADing Practice Layered Enterprise Modelling and Architecture concepts that enables practitioners to categorize and classify EA elements and put them into structure.

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That the world is currently changing at an increasingly rapid pace, is a well known fact, also that it is driven by “mega trends” from deepening globalization, large scale population trends, accelerating technological progress, the “consumer,” the corporate social responsibility imperative and growing political uncertainty. These trends are creating a sense of urgency around focusing on both climate and sustainability, forcing companies to innovate and refine everything from their strategy, business models as well as their operating model.

Since 2007, the Global University Alliance members have researched, compared, analyzed and developed Best Practices, Industry Practices and LEADing Practices around climate and sustainability concepts. Our last analysis of 2018 revealed that an astonishing 93 percent of global CEO’s surveyed believe that climate and sustainability is critical to the future success of their companies. Close to 90 percent of these organizations believe that climate and sustainability practices would be a key ingredient in helping them in the future to differentiate themselves in the market. But most of these executives added that concerns over an integrated climate and sustainability approach led them to difficulties of a longer term development and deployment. So while climate and sustainability is not a new subject anymore, but rather a mature subject, many organizations still struggle to implement the concepts across the organization.

Our analysis revealed that this is due to the complexity of the subject, and that they don’t know how they can incorporate climate and sustainability into their business model, link climate and sustainability to their strategy, develop the right performance measures and incorporate it into their operations. Many countries and organizations are struggling to identify with the “what”, “how” and “where” they can make a change.

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Jamie Caine and Prof. Mark von Rosing recently presented their latest research and findings around the concept of Strategy. The presentation took place at Henley Business School, University of Reading, England.

Abstract: The ability of existing strategy concepts to analyse strategy, design strategy and execute strategy within organisations has an alarmingly poor historical track record. Based on the long-standing semiotics and ontology research work of the Global University Alliance (GUA) and its members, a Strategy Lifecycle has been introduced.

The Strategy Lifecycle, underpinned by ontology and semiotics, incorporates all the constructs that can be found in the most popular strategy concepts and frameworks. It explains the value of the underlying strategy ontology and the relationship between the Strategy Meta Model, the Strategy Lifecycle and various artefacts used around strategy work. The paper concludes with future scope and application that lies ahead for the Strategy Lifecycle.

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The Global University Alliance together with NATO and its member nations are involved in the research and development of: Agile Multi-Domain Socio-Technical Enterprises In Hybrid Operations.

Background

Multiple Domain Operations (MDO) and increasing reliance on robotics and AI challenge.  There is a need to harmonize operations in the physical (e.g. Air, water and land), virtual (e.g cyber) and social domains (e.g. economic). Without harmonisation MDO will fail. Without incorporating non-human partners, NATO will be outmatched by its adversaries.  NATO and its member nations need to arrange to account for non-human partners. To succeed, militaries need to develop multi-domain approaches to hybrid operations and adapt domain operations.  SAS-143 is developing the concepts and tools necessary to achieve harmonization across operations in multiple domains with a variety of human and non-human partners.

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The Global University Alliance (GUA) is an open group of academics (450 Universities, professors, lecturer and researchers) with the ambition to provide both industry and academia with state-of-the-art insights into research and artefact design. The importance of research methods and design concepts within both academia and industry is not a new phenomenon. Knowledge exchange between these two parties is both mutually beneficial, as well as continuous, bi-direction and symmetric in the sense that although often different in nature contributions by practitioners should be valued as much as academic contributions to the knowledge base.

As work everywhere becomes more collaborative, the need to develop concepts for the analysis and development of collaborative research and design between academia and industry is identified. This paper therefore, aims at presenting the knowledge gap in existing research and design methods and introduces a framework for analysing and developing Collaborative Research and Design between Academia and Industry”. When academics build artefacts for practitioners, these artefacts need to be constructed rigorously to meet academic standards and need to be relevant for practitioners (von Rosing, Laurier, 2015). Construction rigour is typically considered to be the domain of academia, while practitioners have been acknowledged to create knowledge and artefacts relevant to themselves and others (Nonaka, Umemoto, & Senoo, 1996).

You can read the article on this topic here.

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