Dynamic Enterprise Business Development with Dual Capability EAM

Organizational agility combined with high level of enterprise IT control, and both business and IT risk management, shapes the focal problem of this study. We add a third case to a previously published analysis of two cases, where under the business environment pressure, the existing enterprise architecture management (EAM) is challenged by new capability building with new technology and business operations thereby undergoing a change. The development projects lead to a structural change, or change in organizing the operations, reflected also in the allocation of managerial responsibility. The analysis of two cases with the complex adaptive systems (CAS) theory in the earlier study is continued in this paper with the third case, extending the theoretical analysis to a multi-layered organizational structure. An initial outline of a ‘dual capability EAM’, that was based on the analysis of the two earlier cases, is now developed to a methodic approach to be used in similar situations, i.e., new business capability building and emerging organizational structures, however with controlled development and risk management. CAS is employed as an analytical tool, and with it, a theoretical foundation is suggested for the EAM approach.