Strategic Management of An Enterprise Funnel Ecosystem

Abstract

Purpose & Contribution – This thesis is presented in a journal thesis format, comprised of three distinct but interrelated papers that constitute the body of the journal thesis. The thesis is aimed at helping enterprises solve a contemporary set of pragmatic challenges, in an effort to better make complex sets of decisions, in context of managing an overall enterprise funnel ecosystem. The key focal point of the thesis, and main contribution to literature is found in the combination of the following three key elements that provide new knowledge and insight to helping advance the field of study forward: 1) The proposal of an original Holistic Enterprise Funnel Management (HEFM) Framework, and proposal of a new lexicon in the field of study. 2) Three prioritized cluster sequences that were derived from action research application of the HEFM framework within industry, prescribed interconnected communities of practice, designed to bring about heightened complementarity for an enterprise funnel ecosystem. 3) Operationalizing big data in a manger to drive meaningful computational management change within enterprise operations. Research Approach – This journal thesis is based in a pragmatist paradigm taking a primary inductive approach. The research has utilized a combination of existing research found within published literature from discrete established disciplines, combined with pragmatic action based research derived from both longitudinal and cross-sectional studies to propose the conclusion formulations that materialize within the papers through qualitative, quantitative, and mixed methods. Action Research Conducted – The action research utilized within the scope of this thesis can be categorized into two distinct grouped phases. The first phase consisted of initial integration work, followed by a period of reflection within an undisclosed Fortune 500 B2B focused enterprise, which will be referred to as XYZ, Corp. throughout the course of this thesis. The second phase of the action research can be categorized into a more iterative process of lean action research where micro-planning, action, observation & reflection, followed by rapid learning diffusion within the enterprise was conducted to affect enterprise change. The action research can be classified as Insider Organistic AR.

Date of Award	1 Aug 2019
Original language	English
Awarding Institution	The University of Manchester
Supervisor	Peter Kawalek (Supervisor) & Joseph Lampel (Supervisor)