Enabling Disruptive Innovations in High Growth Organizations when Architecting an Enterprise

Enterprises continue to push their organizations to enable disruptive innovation discovery to be at the forefront of new markets and to ensure the existing their existing products are not disrupted. Being at the forefront of disruption can allow an enterprise to exist for many market and product cycles. Growing enterprises have been architected in many ways, including mimicking startups, creating skunkworks, and using many other architecting techniques, to find technologies and market fits that could create a new market or compete in the current market. Very few companies have succeeded in creating successful enterprises to enable disruptions. This work proposes a set of guiding principles that should be followed when architecting an innovation enterprise to enable disruptive technologies in high-growth organizations. These guiding principles have been vetted by researching ways to increase the likelihood of success and assisting in generating the appropriate paradoxical tensions that are needed when a corporate startup culture in embraced. Additionally, architecting frameworks are explored to determine if any frameworks are more suitable for architecting an enterprise specifically focusing on enabling disruptive innovations. The Architecting, Innovation, and Enterprise Strategy (ARIES) framework is selected as a high potential framework because the framework uses multiple viewpoints to observe the as-is architecture from and is intended to be used pre-transformation allowing the architect to capture the ecosystem’s external needs and envision a holistic future. This framework is then used as a blueprint, in addition to the guiding principles, to complete a post-transformation analysis on Blue River Technology. Blue River is a high-growth organization focused on delivering disruptive innovations. The ARIES framework is used as an evaluation tool to assess the effectiveness of a transformation to enable disruptive innovations post-transformation. A set of recommendations are provided based on the case study.

Name thesis:degree_name

Master

Department dc:contributor.department

System Design and Management Program.

Grantor dc:publisher

Massachusetts Institute of Technology

Year dc:date.issued

2022

Author dc:creator

• Niday, Tyler C.

Advisor dc:contributor.advisor

• Rhodes, Donna H.

Statement dc:rights

• In Copyright - Educational Use Permitted
• Copyright retained by author(s)

Licence dc:rights.uri

• https://rightsstatements.org/page/InC-EDU/1.0/

Handle dc:identifier.uri

https://hdl.handle.net/1721.1/144540

OAI identifier oai:identifier

oai:dspace.mit.edu:1721.1/144540