Environmental dynamism is gaining ground as a driving force for enterprise transformation. To address the changes, the capabilities of digital enterprises need to adapt. Capability modeling can facilitate this process of transformation. However, a plethora of approaches for capability modeling exist. This study explores how concepts relevant to change have been implemented in the meta-models of these approaches, aiming to visualize relationships among change-related concepts, and identify ways to improve capability modeling toward a more efcient depiction of capability change. The concepts are visualized in concept maps, and a framework is developed to assist the classifcation of concepts relevant to change functions. Similarities and diferences among the existing models are discussed, leading to suggestions toward improvements of capability modeling for capability adaptation.

Dynamic business environments create the need for constant change in modern enterprises. Enterprise transformation is associated to changes in enterprise capabilities since capabilities are an essential element in business designs. Capability modeling methods need to evolve accordingly and the development of such methods needs to be systematic. This study, as part of a Design Science project, aims to elicit requirements for a capability modeling method for addressing change. Literature sources and a case study at a healthcare organization that undergoes several changes are used to elicit requirements. The requirements are presented in the form of a goal model for the method under development.

Modern digital businesses are facing a constant challenge in adapting to dynamic environments. Therefore, change has become a significant element of business analysis. Capability thinking, when applied to business management, is associated to design and analysis of supporting information systems and is inextricably linked to strategy and change. This results in the need to monitor and analyze how and when the organization’s capabilities need to change. Capability and change dimensions have been explored in the literature in order to identify dimensions relevant to organizational change. The identified capability dimensions are purpose, potentiality and ownership while the relevant change dimensions are control, scope, stride, frequency, desire and tempo. The two sets of dimensions have been combined forming a typology and visualized in a StateMachine diagram. The contribution of this task lies in the conceptualization of the dimensions, including the negative aspect of capabilities, which can provide a starting point for an Enterprise Modeling method optimized for identifying the need for capability change and guiding the transition.

Organizations are operating within dynamic environments that present changes, opportunities and threats to which they need to respond by adapting their capabilities. Organizational capabilities can be supported by Information Systems during their design and run-time phases, which often requires the capabilities’ adaptation. Currently, enterprise modeling and capability modeling facilitate the design and analysis of capabilities but improvements regarding capability change can be made. This design science research study introduces a capability change meta-model that will serve as the basis for the development of a method and a supporting tool for capability change. The meta-model is applied to a case study at a Swedish public healthcare organization. This application provides insight on possible opportunities to improve the meta-model in future iterations.

Modern digital organizations are constantly facing new opportunities and threats, originating from the highly dynamic environments they operate in. On account of this situation, they need to be in a state of constant change and evolution to achieve their goals or ensure survival, and this is achieved by adapting their capabilities. Enterprise Modeling and capability modeling have provided a plethora of approaches to facilitate the analysis and design of organizational capabilities. However, there is potential for improving management of capability change. This Design Science research aims to provide methodological and tool support for organizations that are undergoing changes. A previously introduced meta-model will serve as the basis for a method supporting capability change. The goal of this study is to explore expert knowledge about organizational change in order to evaluate the initial version of the meta-model and identify possible weaknesses. Ten semi-structured interviews have been conducted to explore the perspectives of experienced decision-makers on capability change. Three categories emerged from the analysis, reflecting on howcapability change is observed, decided and delivered respectively. These have been used as input for revising the conceptual structure of the capability change meta-model.

Changing capabilities is a measure that businesses employ as a response to emerging opportunities, threats and necessary adaptations derived from the dynamic environment they operate in. Enterprise Modeling is a discipline that can provide support during the transition of capabilities and facilitate the process. This study is part of a project aiming to develop a method specifically designed for managing capability change using enterprise modeling. This paper’s goal is to identify candidate components for the method by exploring semantic consistency among different enterprise models developed in the context of a case study. The reported case study has been conducted in an organization of the public arts and culture sector in Greece that is dealing with multiple difficulties and challenges simultaneously and is driven to adapt its capabilities. Different Enterprise Modeling approaches are employed to capture the wide spectrum of concepts necessary for modeling the complex capability change phenomenon. Potentials for model integration and candidate method components are identified along with business transformation insight derived from the analysis of changes.

Several types of enterprise models and methods have been developed that may help an organization to describe and improve its business. A common practice is also the development of tool support to complement an enterprise modeling method’s application. The development of tool support for a modeling method includes creating a representation of the modeling concepts, but also designing how the user should interact with the tool. This paper reports on the challenges and opportunities encountered during the process of implementing the KYKLOS modeling method in a modeling tool. The KYKLOS method, which is an enterprise modeling method, is specialized in supporting the design and analysis of changing capabilities. Using as input an initial meta-model of capability change, all the necessary tasks are performed to elicit a language model, which is required for the implementation of the method in a tool.

The dynamic environments where modern businesses operate in are a source of continuous change. As a result, change has emerged as an indispensable aspect of business management and analysis. The notion of capability is an essential element in business designs; therefore, business transformation is associated with monitoring and analyzing changing capabilities. Enterprise modeling can facilitate these tasks, and even though a plethora of capability modeling approaches exists, there is a lack of a method specialized for modeling capability change. The KYKLOS method, which is introduced in this chapter as a means to address the abovementioned challenge, is the result of an ongoing Design Science project aiming to provide methodological and tool support for businesses whose capabilities undergo changes or need to do so in the future. Its purpose is not only to capture the information types that are essential to the complex capability change phenomenon but also to guide the transition of capabilities. It is complemented by a homonymous tool developed using the ADOxx metamodeling platform.

Organizations are dealing with a continuous need to adapt to their dynamic environments by changing their business capabilities. KYKLOS is a recently developed modeling method aiming to provide methodological and tool support for the phenomenon of capability change in organizations. This paper reports on a case study used to demonstrate and evaluate KYKLOS. The case study has been performed in a company in the ERP system consulting domain, and the results have been used to evaluate the method using two groups of evaluators, a business user group and a group of modeling experts. The paper reports the insights and findings that validate and motivate future research about the method and the different perspectives between the two groups of evaluators.