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Enterprise Transformation

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The concept of enterprise transformation is concerned with or motivated by change, which is not merely a costmary change but elemental alteration that significantly modifies an organizational correlations between and among human entities. This type of transformation entails revolutionary or significant proposals with respect to new product offerings and services, the manner by which these products or services are distributed and sustained, and the effective ways by which the business is established so to make these offerings possible.

The three shifts that have taken place in the U.S. business setting from the traditional to the emerging enterprise environment are the following: a) Information Technology revolution; b) rapid globalization; and c) internal enterprise motivation. Information Technology revolution has effectively trigged the speed of global competition, as businesses are now aided by the creation of the e-commerce law that supports fast, efficient and reliable commercial transactions (Rouse, 2006). Rapid globalization, on the other hand, allowed unmitigated or less restricted relations among global business enterprises through positive legislations that support global or cross-border trade. Enterprise motivation refers to the internal focus or will of businesses to ensure productivity, profitability, and expansion.

The three changes that have occurred in the character of U.S. business enterprise from traditional to emerging enterprise are the following: a) forecast or anticipated business losses of value like the decrease in enterprise revenues and profits; b) forecast or anticipated inability to achieve estimated or targeted financial goals; and c) willingness to attain higher tiers or levels of enterprise value (Rouse, 2006). There are also ways to counter these value deficiencies that drive transformation— improvement of work performance, change of work techniques, and performance of distinct work.

There are also causes of the aforementioned shifts in the U.S. business environment. These causes for the shifts are the following: a) technology and/or market opportunities that invite transformation proposals; b) Technology and/or market threats, since predictable dangers initiates transformation; c) the increasing risk of competition; and d) enterprise crises. The last— enterprise crises— refers to decreasing market growth, cash flow concerns, etc (Rouse, 2006).

On the other hand, there are also fundamental laws of organization systems. One of which were methods and tools. This law of organizational system refers to enterprise methodologies, procedures, tools and skills that organizational members utilize and apply in a particular organization. Enterprise structure and stimulation, on one hand, refers to the job descriptions or nature of works, as well as reporting hierarchy that must be obeyed and followed by organizational members. Organizational culture and change, on the other hand, pertains to the conventions, habits and behavioral patents normally adopted by the enterprise. Other fundamental laws are emerging enterprise technologies which are used significantly in the organization’s daily operations, and best practices research. Investment valuation plays an important role in organizing and planning of the manner by which to invest financial resources. This generally affects the value generated by the business enterprise.

Finally, there are also strategic challenges that most U.S.-based enterprise face.

Finally, there are essential strategic challenges that confront most business enterprises. One of which is growth, which refers to impacts in declining or saturated markets. Another challenge is value, which must pertain to improvement of correlations of processes to costs and benefits. Focus is another challenge, since there is a need to pursue market opportunities and avoid diversions. Change, on the other hand, must ensure creative competition while ensuring and keeping business continuity (Rouse, 2006).

Future prospects also pose a great challenge because of the risk of investing in intrinsically random or erratic results. Further, knowledge is one challenge since there is a need to transform information to insights and then to programs. Lastly, time must be given weight as it is essential to carefully and properly allocate the enterprise most limited resources among the strategic organizational functions (Rouse, 2006).


Rouse, W.B. (2006). Enterprise Transformation. New York: Wiley-Interscience

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