ABSTRACT
The management of enterprise operations and transformation—with clear roles, responsibilities, authorities, and accountabilities for performance—is central to successful outcomes. Quantitative and qualitative analytical tools such as those described in earlier chapters are often too isolated from management processes. In order to take advantage of the principles of enterprise dynamics and the enterprise systems engineering and architecting (ESE/ A) process to improve performance, they must be more closely related to current mainline enterprise management methods such as activity- based management, enterprise architectures, and enterprise resource planning. There is no commonly accepted process or structured approach to implementing approaches such as ESE/ A. Unlike the progression of structured approaches employed over time to implement systems engineering, a new process for implementing ESE/ A must recognize enterprises as goal- directed dynamic adaptive sociotechnical systems that are typically characterized by nonlinear interactions and causal loops, self- organization, and emergent behaviors.
