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ScienceDirect
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Procedia Computer Science 00 (2021) 000–000
Procedia Computer Science 00 (2021) 000–000 www.elsevier.com/locate/procedia
Procedia Computer Science 192 (2021) 5050–5057
www.elsevier.com/locate/procedia

25th International Conference on Knowledge-Based and Intelligent Information & Engineering

25th International Conference on Knowledge-Based
Systems and Intelligent Information & Engineering
Systems
Enterprise Business Architecture as a Tool for Sustainable
Enterprise Business Architecture
Development as a Tool
in an Enterprise - casefor Sustainable
study
Development in an Enterprise - case study b♠
Jerzy Tutaja,, Małgorzata Rutkowskaa♠, Paweł Bartoszczukb♠
a, a♠
Jerzy Tutaj , Małgorzata Rutkowska , Paweł Bartoszczuk
a
Wroclaw University of Science and Technology, Faculty of Computer Science and Management, Wyspianskiego 27, Wrocław 50-370, Poland
telWroclaw
a
71 320 4018
University of Science and Technology, Faculty of Computer Science and Management, Wyspianskiego 27, Wrocław 50-370, Poland
telWarsaw
b
71 320School
4018 of Economics , Enterprise institute, Al. Niepodleglosci 162, 02-554 Warsaw, Poland pbarto1@sgh.waw.pl
b
Warsaw School of Economics , Enterprise institute, Al. Niepodleglosci 162, 02-554 Warsaw, Poland pbarto1@sgh.waw.pl

Abstract
Abstract
Digital technologies, treated in the article as a combination of information, processing, communication and technology, contribute
Digital technologies,
to significant treated ininthebusiness
transformations article as a combination
models, businessofprocesses,
information, processing,
products, communication
services and relationsand withtechnology,
customers contribute
and other
to significant Due
stakeholders. transformations in business
to the widespread models,ofbusiness
realization the realprocesses, products,information
need to introduce services andandrelations with customers
communication and other
technologies to
stakeholders.
enterprises, theDue to the
digital widespread realization
transformation of companies of the real need
continues. This to situation
introduceprompts
information and communication
reflection and rethinking the technologies
strategies ofto
enterprises, subject
enterprises the digital transformation
to the of companies
process of digitization and continues.
at the sameThis timesituation prompts
participating reflection
in the network. andThis
rethinking
issue canthebestrategies
considered of
enterprises
from subject toofthe
the perspective processecosystems
business of digitization and atthethe
in which same timeofparticipating
exploration organizational in the network.
strategy This issue
problems can significantly].
increases be considered
from
In the perspective
addition, ecosystems of are
business ecosystems
increasingly takingin awhich
digitalthe
form,exploration
which means of organizational strategy problems
sharing the standards increases significantly].
of digital platforms (e.g. Google's
In addition, ecosystem,
advertising ecosystems Apple
are increasingly
Appstore, taking a digital
Netsprint form, which
Audience) in order means sharingmutual
to achieve the standards
benefitsoffordigital platforms
participants. The(e.g. Google's
digitization
advertising
process ecosystem,
influences Apple Appstore,
the strengthening Netsprint Audience)
of inter-organizational in orderbetween
relations to achieve mutual benefits
the participants of theforbusiness
participants. The digitization
ecosystem, but is also
process
an influences
important the strengthening
determinant of changesofininter-organizational
the area of competition relations
and between the participants
organization of various of the business
sectors. ecosystem,
Companies, but is also
consumers, and
an important
products and determinant
services are ofmassively
changes in the area via
connected of competition
digital networks, and organization
which leadsoftovarious sectors.
increased Companies,
network effects consumers,
and joint valueand
productsinand
creation services are
ecosystems. Themassively
aim of theconnected
article is tovia digital networks,
conceptualize which
the digital leads to
strategy increasedinnetwork
of business effects
enterprises that and joint value
are participants
creation
of in ecosystems.
the ecosystem. The aim
The study of the article
is theoretical andisconceptual
to conceptualize the digital
in nature, and thestrategy
research ofmethod
businessused
in enterprises that are
is the analysis andparticipants
critique of
of the ecosystem.
literature. Theconsists
The article study isoftheoretical
two parts. and
The conceptual
first part is in nature,toand
devoted the research
discussing method
the digital used isstrategy.
business the analysis and critique
The second of
presents
literature.
the The of
properties article consists of
the business two parts.anThe
ecosystem, first partecosystem
enterprise is devotedstrategy
to discussing
rarelythe digital business
described strategy. The
in the management secondliterature,
science presents
the properties
and discusses theof the business
strategic ecosystem,
aspects an enterprise
of adopting ecosystem
a digital strategy by strategy
enterprisesrarely describedininthe
participating thedigital
management science
ecosystem. The literature,
summary
and discusses
presents the strategic
the main conclusionsaspects of considerations
of the adopting a digital andstrategy
sets outby theenterprises
directions participating in the digital ecosystem. The summary
for further research.
presents the main conclusions of the considerations and sets out the directions for further research.
© 2021 Jerzy Tutaj, Małgorzata Rutkowska, Paweł Bartoszczuk. Published by Elsevier B.V.
© 2021
© 2021 TheJerzy Authors.Małgorzata
Published by Elsevier B.V.
This is an openTutaj,
access article under Rutkowska, Paweł Bartoszczuk.
the CC BY-NC-ND Published by Elsevier B.V.
license (https://creativecommons.org/licenses/by-nc-nd/4.0/)
This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0)
This is an
Peer-review open access
under article under
responsibility of the CC
KES BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0/)
International.
Peer-review under responsibility of the scientific committee of KES International.
Peer-review under responsibility of KES International.
Keywords: sustainable development, business architecture
Keywords: sustainable development, business architecture

♠
corresponding author:
♠
E-mail address: malgorzata.rutkowska@pwr.edu.pl, pabartosz@gmail.com
corresponding author:
E-mail address: malgorzata.rutkowska@pwr.edu.pl, pabartosz@gmail.com

1877-0509 © 2021 Jerzy Tutaj, Małgorzata Rutkowska, Paweł BartoszczukPublished by Elsevier B.V.
1877-0509 © 2021
This is an open Jerzy
access Tutaj,
article Małgorzata
under Rutkowska,license
the CC BY-NC-ND Paweł(https://creativecommons.org/licenses/by-nc-nd/4.0/)
BartoszczukPublished by Elsevier B.V.
Peer-review
This
1877-0509 ©under
is an open
2021 responsibility
access of KES
article under
The Authors. International.
the CC
Published byBY-NC-ND
Elsevier B.V.license (https://creativecommons.org/licenses/by-nc-nd/4.0/)
Peer-review underaccess
This is an open responsibility of KES
article under theInternational.
CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0)
Peer-review under responsibility of the scientific committee of KES International.
10.1016/j.procs.2021.09.283
2 Jerzy Tutaj, Małgorzata Rutkowska, Paweł Bartoszczuk./ Procedia Computer Science 00 (2021) 000–000
Jerzy Tutaj et al. / Procedia Computer Science 192 (2021) 5050–5057 5051

1. Introduction

The primary goal of creating architecture is to support the goals and business processes of the organization. As a
result, information needs arise, which should be satisfied by the construction of IT systems. Creating and managing a
business architecture requires supervision over this process, which will allow for a holistic approach to the issue.
Therefore, for this purpose, many frameworks of architecture have been created, which are domain ontologies (related
to the concepts of being, essence, existence and its ways, object and its properties, causality, time, space, necessity
and possibilities) constituting a conceptual set for the description of strategies, processes, information systems and IT
architecture. Architecture Management is a modern method of supporting management decisions - so planning and
supervising the development of an institution, with particular emphasis on its information systems, takes into account
the overall needs of the organization, not only its individual departments, is based on models, principles and standards,
as well as identifying and initiating actions aimed at: improving the efficiency and innovation of the organization and
better support for substantive work by IT systems.
Expected results of the implementation (example):
1. Improving communication and cooperation between substantive and IT departments
2. Better coordination of projects containing elements of IT work
3. Eliminate unnecessary duplication of functionality and data collection
4. Integration and improvement of the quality and security of PIG-PI data resources
The business architecture consists of the following elements:
1. Architectural principles - a set of permanent rules that support the way an organization carries out its mission
and strategic goals using information technology;
2. Business architecture - describes the business processes and organizational, functional and graphic aspects
of the organization's operation;
3. Data architecture - describes the data necessary to support the business;
4. Application architecture - describes the components that make up the applications, their interfaces and mutual
relations between the components;
5. Technological architecture - describes the hardware and system infrastructure.
Thanks to the business architecture methodology, the organization gains:
1. Alignment of the implementation of the organization's strategy, business processes and their support by IT
systems;
2. Optimizing the allocation of resources for system development;
3. Ability to make faster decisions in the field of system development;
4. More effective coordination of modifications and expansion of individual IT systems from the perspective
of long-term activities;
5. Multiple use of IT components already implemented once;
6. Ensuring an effective flow of information between the various systems.

2. Materials and Methods

The research methods was literature review and presentation of business models examples. Literature review includes
only peer-reviewed articles and journals including Scopus. The article conceptualize the digital strategy of business
in enterprises that are participants of the ecosystem. The analysis is theoretical and conceptual in nature. This study
will further advance business models by incorporating eco-innovation. In research we applied following procedure:
1) identification of topics in literature as business architecture, 2) analysis of works on successful green solutions, 3)
identification of business models case studies. The analysis in based on comparative research and case studies were
incorporated. In the further part of article main sectors were indicated with the examples of sustainable solutions.
Therefore, the research question was addressed describing the economy transformation towards the green economy.
The paper present of business models in companies.. The keywords were: business model, business architecture. green
business model. Paper presents also interesting example of companies which incorporated based on this model:
EcoVariant, and; Symbio Polska, and one company in the wood and paper industry.
 Jerzy Tutaj, Małgorzata Rutkowska, Paweł Bartoszczuk./ Procedia Computer Science 00 (2021) 000–000 3
5052 Jerzy Tutaj et al. / Procedia Computer Science 192 (2021) 5050–5057

3. Case Study

One company that specializes in the field of complete filtration and extraction systems in the wood and paper
industry as well as paint mist extraction systems in the surface coating process, as well as waste management and
recycling systems. The company has been operating on the market for 20 years. Currently, the company has several
own halls and employs approx. 100 employees, and the scope of its activities covers the entire territory of Poland and
countries such as the Netherlands, Germany and Ukraine. The company's products include silos, filters, paint shops
and grinding shops. The customers to whom the company directs the systems produced are production companies,
most often working with wood, or more and more often with metal. The main customers are: IKEA, Bodzio, ZORKA.
The company's mission is to provide customers with comprehensive solutions in the field of environmental protection,
a dynamically developing team works thanks to the knowledge of the filtration and extraction industry of waste
generated during wood processing. The main strategic goal is to enter the Asian market.

KEY

KEY VALUE CUSTOMER CUSTOMER

PARTNERS ACTION PROPOSAL RELATIONS SEGMENTS

• ArcelormVlueitta • Assembly • Loyal • Long-term

l • Production of Maintenanc relationship • Large and
• Nyborg Mawent High-Quality e Services with the Medium-
S.A. Devices that meet customer Sized
• Siemens • • Sales the (Constant Manufacturin
Warranty servicing of g Enterprises
• Remark Kayser • Marketing
• KONWEKTOR Activities conditions Sold Products)
Ltd. • Timely and
• Centrostal SA Reliable
• Mikroster assembly
• Asfat • Offering
• Hilti high-quality
products CHANNELS
KEY • Sales
RESOURCE • Leader in Representative
S Innovation s throughout
Europe
• Technologies • Marketing of
• Employees the Company
(Participation
• Material
In international
resources
Trade Fairs)
• Web Page
 4 Jerzy Tutaj, Małgorzata Jerzy
Rutkowska, Paweł
Tutaj et al. / Bartoszczuk./ Procedia
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192 (2021) 00 (2021) 000–000
5050–5057 5053

COST STRUCTURE REVENUE STREAMS

• FIXED COSTS
▪ employee salaries, • Sale of machinery and
▪ website maintenance, equipment directly to
▪ leasing costs customers
▪ costs related to the workplace • Service
❖ VARIABLE COSTS • Assembly
• costs of raw materials used • Cooperation with commercial agents
• costs of purchased materials,
• transport costs (energy, fuel needed The stream of revenues depends on the
to manufacture products), implementation of projects. At the beginning, the
• expenses on utilities and telephones, company receives advances, and after the project is
• machine maintenance costs, completed, a larger amount is received, which is the
payment for finalizing the project.
• costs related to the fiscal issue (taxes,
etc.)
Fig. 1. Canvas business model for specific company
Source: Internal Materials from the Company

Currently, there is no complaint management system implemented in the company. For this reason, complaints are
poorly managed, errors are often made, deadlines are not met, etc. The manager of the sales department often paid
attention to the essence of the problem. In the customer service process, it is currently the most common cause of
generating additional costs for the company. The following issues will be addressed in this project:
Determining the best option for selecting a complaint management system;
Setting up a computer stand in the sales service department, where complaints management could be performed
The new system should be integrated with the ERP system in use (feedback for other departments) (basic issues,
IT, equipment, infrastructure);
Reducing the average duration of complaint processing from 6 to 4 months;
Training employees on the new system and the rules of the complaint process.
In Table 1. the purpose of the process was characterized with a distinction between roles, input and output data,
individual tasks in the process and what motivation is related to the goal. Additionally, their vision was developed
along with the scope of business architecture.
 Jerzy Tutaj, Małgorzata Rutkowska, Paweł Bartoszczuk./ Procedia Computer Science 00 (2021) 000–000 5

5054 Jerzy Tutaj et al. / Procedia Computer Science 192 (2021) 5050–5057

Table 1. Development of the scope of architecture works

Purpose of the Proces Development of the vision, goals and scope of business architecture

Roles Sales manager, management board, designer, managers of other departments, stakeholders

Output Mission, goals, environmental law, company strategy

Input Data Developed vision, list of activities

Resources Employees, knowledge, skills, know-how, patents, comparative analyzes

Locating the problem

Gather information about the problem

Finding solutions
Sequence of action/
event list
Analysis of individual solutions

Choosing the optimal variant

Clarifying the vision

sMotivation
Reduction of the complaint time, reduction of complaint costs,
(business goals)

Source: Own study

4. Results and Discussion

4.1 Sustainable Development in the Business Architecture

Sustainable Development (SD) is a doctrine economics, the idea of socio-economic development assumes
a development that, while meeting the needs of modern societies, will not at the same time limit the development
possibilities of future generations. It assumes a parallel development of the economy, society and the environment.
There are many definitions in the literature on the subject sustainable development. The idea of sustainable
development is aptly reflected in the opinion of the 1987 Report of the World Commission for Environment and
Development “Our Common Future”. The Brutlandt Definition (1987) is: “Sustainable Development is development
that means the needs of the present without compromising the ability of future generations to meet their own needs”[1].
The concept of sustainable development is analyzed in three dimensions: economic, social and environmental (Fig.
1).
 6 Jerzy Tutaj, Małgorzata Jerzy
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192 (2021) 00 (2021) 000–000
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Fig. 2. Interplay of the environmental, economic, and social aspects of sustainable development
Source: Adopted from the [2],[3] (access: 21.05.2021).

Business models for a Sustainability is a conceptual too that contains a set of elements and their relationships and
allows to express the business logistic of a specific firm [4]. There are many definitions of business model. Without
undertaking a detailed analysis of them, the most important of them are discussed below.

4.2 Business Model Definition,

The authors in [5] defines a business model as a unique combination of three streams that are necessarily related
to business activities. The first is the value stream targeted at business partners and customers. The second stream is
the income stream, which is the income plan of the enterprise. The third stream is the logistic stream, consisting of
many elements that make up the supply chain. According to [6], the business model represents the essence, structure
and management of transactions designed to create value by seizing opportunities. Due to the fact that transactions
connect an action, the authors developed this definitions by understanding the business model as a system of
interdependent actions that goes beyond the enterprise and beyond its boundaries [7].
According to [8], the business model identifies the market segment, emphasizes the value of the proposed offer,
focuses on the key elements of the offer, defines the value chain to deliver this offer to customers, creates a payment
method and establishes a value network to maintain the model. In turn, According to [7] definition, a business model
is a description of how a company intends to create value in a market that contains the unique combination of products,
services, image and distribution that a given company has. It also includes the organization of people and the
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operational infrastructure they use to do their jobs. The authors in [8] defines a business model as an architecture for
a product, service and information flow, including a description of various business actors and their roles, a description
of potential benefits for various business actors, and a description of sources of income. According to [9] business
models show how a company works, and a good business model provides answers to age-old questions posed by [9],
define the business model as the company's architecture and its network with partners to create, introduce, deliver
value and relational capital to one or more customer segments in order to generate profit streams and sustainable
income. They divide the business model into 4 parts, which include: 1) products and services offered by the company
with sufficient value for the target customer (value proposition) for which the customer is willing to pay; 2) relational
capital that the company creates and maintains with its customers in order to achieve their satisfaction and achieve
sustainable income; 3) the infrastructure and network with partners that is necessary to create value and create good
relationships with customers; 4) financial aspects that could be found in the previous three components, such as costs
and income streams. This definition was specified by [10], who presented the business model as a conceptual and
architectural implementation of the strategy and as the basis for the implementation of business processes. According
to them, the business model is built on 4 pillars, which include: 1) products and services; 2) infrastructure and network
between partners; 3) capital resulting from relationships with customers; 4) financial aspects. The company's business
model according to [11], consists of 4 strategic dimensions: 1) customer selection, 2) value capture, 3) strategic control
and 4) scope of operation. According to these authors, in order for a business to be successful, it must be designed in
such a way that the key elements are aligned with the most important priorities of customers and that it is profitable.
The elements must be examined in terms of cross-compliance to ensure that the company's business model functions
as a coherent and mutually reinforcing whole.
The topic related to business models based on innovation is insufficiently addressed in literature (GMBI - Green
Business Model Innovation). At the same time, innovation of this kind is at the spectrum of sustainable development.
The combination of the terms 'ecology’, 'business model' and 'innovation' creates an opportunity to identify
mechanisms and solutions for economic, environmental and social benefits [10].
Eco-innovation in a business model, is more than product, service, or technological innovation. It goes beyond
single-function strategies, such as enhancing the sourcing approach or the sales model. Eco- Innovation becomes
business model innovation when two or more elements of a business model are reinvented to deliver value in a new
way[11].
International organization OECD presented the following definitions for the eco-innovation in business model
exists [12]:
a. Eco-innovation in business model is change in the logic/way/rationale how an organization offers its customers
value (and creates sustainable revenue streams), while reducing the use of natural resources and decreasing the
release of harmful substances across the whole life-cycle.
b. Eco-innovation in business model is the new logic/way/rationale how an organization offers its customers value
(and creates sustainable revenue streams), while reducing the use of natural resources and decreasing the release
of harmful substances across the whole life-cycle.
The authors in [10] demonstrated that the development of business models based on eco-innovation is linked to the
importance of eco-innovation They allow for both effects: economic and environmental. At the same time, there is a
very wide possibility of their use in the form of: − green products – characterized by obtaining beneficial ecological
results (i.e. minimization of emissions, saving resources) with similar (to other products) functionality, waste
regeneration - innovations based on re-use or recycling of waste. This reduces the need for resources, closes material
cycles, or alternative energy, including products, applications and systems based on renewable energy sources. These
innovations have become more important due to high fuel prices and climate change. For the user, their value is due
to the improvement of energy efficiency,
The basic business model based on eco-innovation derives from technical innovation. It aims to improve material
productivity and energy usage. The source of innovation is the requirements of customers who consciously choose
eco-friendly products [10]. The model is based on the improvement, reuse or redesign of products, processes.
Innovations may also trigger further positive changes in production and distribution systems. Lean management,
cleaner manufacturing solutions are used. The value is due to cost reduction by optimizing material consumption
(increasing productivity and resource efficiency) and reducing waste and ensuring compliance. An interesting example
8 Jerzy Tutaj, Małgorzata Rutkowska, Paweł Bartoszczuk./ Procedia Computer Science 00 (2021) 000–000
Jerzy Tutaj et al. / Procedia Computer Science 192 (2021) 5050–5057 5057

of companies based on this model are: EcoVariant, which is engaged in the production of ecological cleaning products;
Symbio Polska, its scope of activities is the production and distribution of food with certificates of ecological origin
[10].
Another archetype of the model is one in which the value is derived from waste. The company reduces
environmental impact by reducing resource demand, closing production cycles, and using waste as a production input.
Such actions contribute to improving the efficiency of resource consumption. The company's operation uses the
concept of closed flows: from cradle to cradle.
It is worthy to underline that the good practices can be the most innovative and/or most successful eco innovative
products and services, technologies, business models or organizational management models. Special interest is on
input-oriented eco-innovations, which reduce resource inputs and thus tackle environmental problems at their source
rather than at “end-of-pipe” solutions.

5. Conclusions

Considering the selection, it should be looked for that the improvement to the search analysis aims to:
• Elimination of the most common causes of complaints - analysis of the statistics of reported complaints
• Creation of a separate department for managing complaints
• Consult with customers (one of the main stakeholders) about the situation that has a complaint layout
and participation in the system development process
In addition, the authors addition to the measurement are: '
• Efficiency (time) of the complaint process in sales architecture.
• Effectiveness (costs) of the complaint process in business architecture.
• The level of compliance of the implemented projects with the business architecture.
• Test levels with readings from technical standards.
• Stability of architectural models

References

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