Does enterprise architecture support Customer Experience Improvement? Towards a conceptualization in digital transformation context

Mouaad Hafsi () and Saïd Assar ()
Additional contact information
Mouaad Hafsi: IMT-BS - TIM - Département Technologies, Information & Management - TEM - Télécom Ecole de Management - IMT - Institut Mines-Télécom [Paris] - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris], LITEM - Laboratoire en Innovation, Technologies, Economie et Management (EA 7363) - UEVE - Université d'Évry-Val-d'Essonne - Université Paris-Saclay - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris]
Saïd Assar: IMT-BS - TIM - Département Technologies, Information & Management - TEM - Télécom Ecole de Management - IMT - Institut Mines-Télécom [Paris] - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris], LITEM - Laboratoire en Innovation, Technologies, Economie et Management (EA 7363) - UEVE - Université d'Évry-Val-d'Essonne - Université Paris-Saclay - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris]

Post-Print from HAL

Abstract: Customer Experience (CE) is often presented as a competitive battlefield in the new digital context. However, it is defined so broadly, so holistically, that companies find it challenging to improve it through well-defined projects with an impact analysis of the different changes that could be brought about. Enterprise Architecture Management (EAM) is supposed to be a suitable means to support the management of such transformation projects. However, the depth and disruptive nature of these changes raise multiple questions concerning the adequacy of EAM for Customer Experience Improvement (CEI). In current corporate practice, there seems to be no regular application of EAM as a central support service for CEI in the digital context. In this paper, we explore how EAM can support CEI and examine how digitalization transforms the customer experience. We further identify the required information inputs for these transformations. Based on this foundation, we identify content elements that EAM can provide by analyzing EAM meta-models. Comparing the requirements by CEI projects and the supply by EAM shows that EAM, in general, provides valuable inputs for organizational issues and roles but shows weaknesses when it comes to information about trends, contextual and environmental information.

Keywords: Digital transformation; Customer Experience Improvement; Enterprise Architecture Management; Enterprise Models; ArchiMate (search for similar items in EconPapers)
Date: 2020-05-29
References: Add references at CitEc
Citations:

Published in Selmin NurcanIris; Reinhartz-Berger; Pnina Soffer; Jelena Zdravkovic. Enterprise, Business-Process and Information Systems Modeling, 21st International Conference, BPMDS 2020, 25th International Conference, EMMSAD 2020, Held at CAiSE 2020, Grenoble, France, June 8–9, 2020, Lecture Notes in Business Information Processing, vol 387, Proceedings, 387, Springer, pp.411-427, 2020, Lecture Notes in Business Information Processing, 978-3-030-49417-9. ⟨10.1007/978-3-030-49418-6_28⟩

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02951810

DOI: 10.1007/978-3-030-49418-6_28

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().