Beyond IT Strategy: Digital Strategies for the 21st Century

Call for Book Chapters

Beyond IT Strategy: Digital Strategies for the 21st Century

Digital orca

In the 21st century, the presence of technology is ubiquitous. Computers have moved from batch processing in the back-office through word processing in the front office to being the medium that glues together organisations, supply chains, and customers. Being digital across any channel and any device sits at the core of any winning business strategy. Being the glue that connects also means that technology has moved from being a business support layer to being embedded in or even in itself constituting  business processes. The distributed nature of enterprise systems, particularly in supply chains and logistics, has drastically blurred or in many cases even removed the boundary between organisation and  ecosystem. The integration of real-time information between organisations, architectures, and their enterprise systems has significantly contributed to the rise of global supply chains. The emergence of cloud has further accelerated this integration by virtualising and consolidating enterprise systems in massive public computing utilities. Before cloud computing gained popularity, the integration of supply chains was primarily constrained by physical constraints in network and data centre capacity. Now that global organisations are co-locating their core enterprise systems in the same public cloud environments, even that boundary has been removed. Limited IT scalability is no longer an inhibitor to growth, at least not if systems are architected properly.

The need for ‘being digital’ is what we call ‘digital’ in itself. Companies are hiring Chief Digital Officers to deliver digital roadmaps in close collaboration with business, marketing and IT. In many ways it seems that digital is reaching the level of decision-making, which IT strategies have always wanted to inform and influence: how to transform the business for the better. Where most IT strategies are more often than not a second effect or afterthought after a business strategy has been approved, digital strategies inform new and pure strategic thinking. They connect and address business, operational, marketing, and technical concerns by taking an outside-in approach starting with the customers, interactions, and channels. As a consequence, being digital is much more than sporadically adopting Twitter for processing customer complaints or publishing a smartphone app — it is about questioning and realising how one can totally transform a business model or an entire supply chain by adopting different technologies, mindsets, and processes. Here comes the need for doing digital strategy rather than orthodox IT-centric IT strategies, plans, and roadmaps.

Beyond IT Strategy is a new book about making the shift from IT-centric to digital business. Like our previous book, we invite all interested authors to submit a chapter as part of the publication.

The overall theme of this book is to uncover the shift from IT to digital strategies, what it means to organisations, and how to bring it into practice. Rather than the typical two-fold distinction between theory and practice adopted by most “pracademic publications”, the book is structured by key business problems, where digital strategies can help, support, and deliver better outcomes. For now, the candidate business problems are (but not limited to):

  • Changing and adjusting organisational culture and structure in the age of digital
  • Driving demand-driven supply chains in fast moving consumer goods companies
  • Omni-channel customer experience and how to connect with the customer across multiple channels, devices, and geographies
  • Monetising business capabilities by exposing business processes as a service to third party consumers
  • Reducing cost and achieving better value for money in large organisations
  • Providing better and more responsive services to citizens across multiple levels of government
  • Architecting businesses, enterprises, and IT landscapes in response to digital demand

Apart from these candidate business problems, we are also particularly interested in contributions that explore the relationships between and contemporary challenges within digital strategy and the following themes:

  • Enterprise architecture and integration
  • IT strategy
  • Business process management/reengineering, lean, and six sigma
  • Systems science and systems thinking
  • Automation and manufacturing
  • Telco and over-the-top (OTT) business models
  • Supply chain, procurement, and logistics
  • Government and e-government

If you are interested in contributing to the book, please get in touch via e-mail (anders AT jensenwaud DOT com) or connect with Anders and John.

The Value Of Design Research

eurodesignCalling enterprise designers and enterprise architects: Join us in Paris! Note that the deadline for abstracts is June 14, but full paper not due until October. And the conference is in April 2015.

I am chairing track 24 and would love to see lots of submissions about enterprise design and enterprise architecture.  Please read the CfP for more about the conference, and submit your abstract now!


Paris Descartes University , Paris College of Art , Paris Sorbonne University, ISTEC

Paris & Boulogne sur Seine

April 22-24 2015

Conference Chairs & Organizers
Brigitte Borja de Mozota, Linda Jarvin, Bernard Darras, Gilles Rougon, Philippe Bastien, Franck Zenasni
Conference secretary
Julien Nelson

We would like to announce a call for papers for the 11th conference of the European Academy of Design,, to be held in Paris Descartes University Institute of Psychology on April 17-19th, 2015.

The theme of the conference is the value of design research.

Design today is increasingly being recognized as creating value – whether for cultural and collective intelligence, for embedding new technology into new behaviours, for fostering or acting as a force for change in societies and for companies confronted with complex problems. This value is based on design research within a large variety of settings and scientific backgrounds.

The gestalt of the conference is “the whole is more than just the sum of its parts”. Taking this principle to heart, the conference will bring together all stakeholders in design research and design process innovation. University labs, design schools, and R&D departments from industries have been invited.

The conference is organized around 4 meta-themes divided into 26 tracks:

Excellence in design research

  1. Methodology for design research
  2. Epistemology of design
  3. Design research and creativity
  4. The future of design research and publishing in peer-reviewed journals
  5. Design research and design education

Interdisciplinarity in the innovation process

  1. Exploring the partnership between designer and researcher
  2. Design research & innovation in luxury industries
  3. Design research & arts and crafts
  4. Design research in innovation management :emotion, Kansei engineering
  5. Design research in innovation management : CK theory
  6. Human factors as a source of value for innovative design
  7. Design scenarios for innovative product and service strategies
  8. Design research, NPD, innovation management & marketing
  9. Interdisciplinary perspective on art, lifestyle and scalable business

Towards more human value in society

  1. The value of design research for public policy
  2. The value of behavioural change through design research
  3. Research through design for prospective value
  4. Design research in Industry R&D strategy
  5. Design research co-creating value with the consumer
  6. The value of humanities for Design research

The value of design research for organizations

  1. Can design research help measure design value?
  2. Design thinking research and new business model. Design leadership.
  3. Design research for making things differently with more dynamic & inclusive approaches
  4. Enterprise design, Enterprise architecture, Research for user interface design
  5. Design research for sense making, branding evaluation and semiotics
  6. Designing “the whole of design research“: visualizing and measuring excellence.



Abstracts should specify the research question, give bibliographical references, mention the research methodology, the findings and describe the objective in terms of value.

Abstracts should be less than 500 words in length. They summarize the paper, and should not provide any identifying information about the author(s).


Some tracks will be best illustrated through a workshop experience so we welcome ideas on workshops during or before the conference.

Full Papers

All papers will be double-blind peer-reviewed.

Full papers should be between 3000–5000 words in length. We welcome any research approach or type of paper including conceptual, empirical and critical literature reviews. However, we expect high standards of scholarship within the papers in terms of establishing the theoretical context, explaining the methods of inquiry, and reporting results that may aid other researchers.

Best papers will be published in a Special issue of Design Journal.

Reviewing Process

All abstracts and papers need to be submitted via our conference management system. Abstracts will be assessed by members of the Academic Committee. If accepted, authors will be invited to submit a full paper. To submit your abstract, please follow these steps:

  1. The conference management tool will be active starting March 31st, 2014. You will need to and to create your account.
  2. Once logged in select ‘Your Submissions’ and then click “Submission of Abstract”. First, include all the authors and affiliations. Then, provide the abstract title and the text of your abstract (maximum 500 words).
  3. Please select the track(s) that you wish to be considered for, and provide keywords describing your submission. You can include any comments for the Academic Committee. Then click “Proceed”.
  4. Your abstract will be stored in the CMS and passed on to the relevant track chairs for consideration.
  5. If successful, you will receive an email notifying you and giving you details of further steps.
  6. If successful, you will also be also required to upload your full paper to the CMS following a similar procedure. Full details will be provided in due course.

Contact Details

If you have questions please contact us at:

Conference Presentations

At least one author of each accepted paper must attend the conference and present their work.

Key Dates

  • Deadline for submission of abstracts: June 14, 2014
  • Acceptance of Abstracts: July 28, 2014
  • Submission of full paper: October 1, 2014
  • Reviewer feedback: November 15, 2014
  • Registration open: September 15, 2014
  • Final version of full papers for proceedings: January 15, 2015
  • End of Early Bird registration: February 1, 2015
  • Conference date: April 22-24, 2015


Proceedings from the conference will be published digitally on the EAD website.

Information about previous European Academy of Design Conferences, including the proceedings of the 2012 conference, can be found

Academic Committee

  • Céline Abecassis-Moedas, Universidade Catolica Portuguesa, Portugal
  • Claudia Acklin, Lucerne University, Switzerland
  • Antti Ainamo, Aalto University, Finland
  • Adel Alaoui, ISTEC Paris, France
  • Xochitl Arias, Tecnológico de Monterrey, Mexico
  • Eric Arnould, University of Southern Denmark
  • Rita Assoreira Almendra, University of Lisbon, Portugal
  • Paul Atkinson, Sheffield Hallam University, UK – President EAD
  • Tevfik Balcioglu, Yasar university, Turkey
  • Jean-François Bassereau, Ecole des Mines de Saint-Etienne, France
  • Yoann Bazin , ISTEC, France
  • Anne Beyaert-Geslin, Bordeaux 3 University, France
  • Sylvie Blanco, GrenobleEM, France
  • Erik Bohemia, Loughborough University, UK
  • Carole Bouchard, Arts et Metiers ParisTech, France
  • Remy Bourganel, ENSAD, France
  • Eugénie Briot, University Paris Est, France
  • Anna Calvera, University of Barcelona, Spain
  • Stéphanie Cardoso, University of Bordeaux 3, France
  • Tamara Carleton, Innnovation Leadership Board, USA
  • Flaviano Celaschi, University of Bologna,Italy
  • Manuela Celi, Politecnico di Milano, Italy
  • William Cockayne, Stanford University, USA
  • Bernard Darras, University Paris I Sorbonne, France
  • Christel de Lassus, University Paris Est, France
  • Hua Dong, Tongji University, China
  • Ozlem Er, Istanbul Technical University, Turkey
  • Alain Findeli, Nimes University, France
  • Elena Formia, Politecnico di Milano, Italy
  • Ken Friedman, Swinburne University of Technology, Australia
  • Virginie Gannac, University Paris I Sorbonne, France
  • Renaud Gaultier, EM Lyon, France
  • Gerda Gemser, Royal Melbourne University of Technology, Australia
  • Annie Gentes, Telecom ParisTech, France
  • Gilbert Giacomini , Paris Est university, ISTEC France
  • Thomas Gillier, EM Grenoble, France
  • Josenia Gotzsch, EM Grenoble France
  • John Gøtze, IT University of Copenhagen, Denmark
  • Véronique Hillen, Ecole des Ponts ParisTech, France
  • Lorenzo Imbesi, Sapienza University of Roma, Italy
  • Dora Isleifsdottir, Iceland Academy of Arts, Iceland
  • Remi Jardat, ISTEC Paris, France
  • Peter Jones, Plymouth University, UK
  • Birgit H. Jevnaker, BI Norwegian Business School, Norway
  • Sabine Junginger, Kolding School of Design, Denmark
  • Tore Kristensen, Copenhagen Business School, Denmark
  • Larry Leifer, Stanford University, USA
  • Pierre Levy, Eindhoven University of Technology, the Netherlands
  • Loredana Di Lucchio, Sapienza University of Roma, Italy
  • Todd Lubart, Paris Descartes University, France
  • Eleonara Lupo, Politecnico di Milano, Italy
  • Deana Mc Donagh, University of Illinois, USA
  • Delphine Manceau, ESCP Europe, France
  • Carola Moujan ,Université de Valenciennes ,Ecole Camondo,France
  • Fabien Mieyeville, Ecole Centrale Lyon, France
  • Emma Murphy, Lancaster University, UK
  • Shin’ya Nagasawa, Waseda University, Japan
  • Julien Nelson, Paris Descartes University, France
  • Frédérique Pain, Strate, France
  • Jean Patrick Péché, EM Lyon, France
  • Sophie Pène, Paris Descartes University, France
  • Irini Pitsaki, Northumbria University, UK
  • Andrea Resmini, Jonköping Intl Business School, Sweden
  • Gilles Rougon, EDF, France
  • Lisbeth Svengren Holm, University of Borås, Sweden
  • Mathias Szpirglas, University Marne la Vallée, France
  • Stéphane Vial, Nîmes University, France
  • Fabiane Wolff, UniRitter, Brazil
  • Franck Zenasni, Paris Descartes University, France
  • Khaldoun Zreik, University Paris 8, France

Workshop Review Committee

  • Brigitte Borja de Mozota, EAD executive committee
  • Franck Zenasni, Paris Descartes University, France
  • Gilles Rougon, EDF Lab, France

Conference Blog

In progress

Conference Secretary/Contact Person

Julien Nelson, Paris Descartes University
Email :


FEAPThe Federation of Enterprise Architecture Professional Organizations (FEAPO), a “worldwide association of professional organizations which have come together to provide a forum to standardize, professionalize, and otherwise advance the discipline of Enterprise Architecture (EA)”, has announced and published their EA Perspectives White Paper, ”Common Perspective on Enterprise Architecture”.

The Great Debate — what is enterprise architecture — resolved in a new paper, writes Stephen Ibaraki in a commentary/promotion article. The White Paper itself is slightly more modest:

As with any profession or practice, there are many definitions, perspectives, and schools of thought surrounding Enterprise Architecture. This paper addresses a shared goal among Enterprise Architects to evolve the practice from a fragmented, often poorly understood field to a “real profession,” on par with well-established professions such as accounting and engineering… This paper provides a high level description of Enterprise Architecture and what it can do for an organization, removing much of the jargon that often surrounds such efforts. It was written to provide insight into what Enterprise Architects do, what kind of skills are needed, and what results an organization should expect from their Enterprise Architecture efforts.

The White Paper is described by Brian Cameron and Nick Malik in an interview. Speaking of these gentlemen, check out @eabok and …



I will for now refrain from making comments on the White Paper and the EABOK revision. Will get my students to study both, and don’t want to give them too many hints just yet  😉


Enterprisey thoughts – John Gøtze