Object oriented approach to integrating business context with business processes

Abstract

Successful change from a brick-and-mortar firm to a click-and-mortar organization depends on simultaneous analysis and change in all its major elements. The human element is a major element and yet neglected by organisational change methodologies. Especially the `Context’ comprising of deeply imbedded business models and mindsets are not captured by process methodologies of transformational change. The research question is ‘How can most of the information related to the context of the business processes, mainly the human context, be systematically captured and integrated with the business processes?’ To answer the question, the researcher developed an Object Oriented approach to organisational understanding, based on Richard Watson’s (1999) work on strategy for Internet organizations. The approach captures not only the processes, but also the attitudes, mindsets, behavioral patterns of people running those processes and their surrounding context. The interplay between them is captured through `causal patterns’ that are often at the root of organisational success or failure. Causal patterns are sustained patterns of behavior in an organisation, formed when behavioral patterns interact with each other. The OO approach adduced effectively captures, models and analyzes the phenomenon. The OO approach was validated by applying it to an organisation. Case study research methodology was used. Research results indicate that 5 years back causal patterns led to good market reputation with loyalty of customers, suppliers and employees. Over time the business processes remained unchanged but the context changed, turning virtuous causal patterns into vicious. Reengineering would have failed, as the problem did not originate in business processes. The OO approach neatly captured the phenomenon. The research implies 1] revision in change methodologies. 2] OO can be used to model Internet organizations, their strategies and internal operations simultaneously, increasing probability of successful transition to e-business 3] lead to realistic simulation of any organisation. 4] give directions to identify process granularity, help ERP implementation.