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Chapter 11

Chapter 11. Business/IT Strategies for Development. II. Organizational Planning. Enterprise-wide plans are required to introduce IT/IS-based solutions to the entire firm. Strategic Planning – develop a firm’s mission, goals, policies

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Chapter 11

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  1. Chapter 11 Business/IT Strategies for Development

  2. II. Organizational Planning Enterprise-wide plans are required to introduce IT/IS-based solutions to the entire firm. Strategic Planning – develop a firm’s mission, goals, policies Tactical Planning – develop objectives, procedures, rules, schedules, budgets Operational Planning – implement/control day-to-day operations

  3. III. The Scenario Approach A less rigid but more realistic strategic planning methodology; combine known facts about the future with plausible alternatives Knowledge: Trends – Things we think we know something about Uncertainties – Elements we consider uncertain or unknowable

  4. III. The Scenario Approach Components of an Organizational Planning Process

  5. III. The Scenario Approach Strategic Visioning Questions for e-Business

  6. IV. Planning for Competitive Advantage Evaluation of potential benefits/risk of using IT for competitive advantage SWOT ( strengths, weaknesses, opportunities, threats) Analysis – evaluate impact of each possible strategic opportunity Strengths – core competencies and resources Weaknesses – areas of substandard performance Opportunities – potential for new markets or innovation Threats – potential for losses

  7. Business Models Conceptual framework of how a business can deliver value to customers at a cost and still turn a profit

  8. Business Models Questions for All Business Models

  9. Business Models Questions for e-Business Models

  10. Iridium Satellite: Finding the Right Business Model Iridium originally focused on consumer telephone service Went bankrupt in 2000 and company redesigned Now focuses on companies in barren deserts, Earth’s poles, deep wilderness, disaster areas, and oceans. Also provides machine-to-machine communications. Why is this different from the way they previously competed?

  11. VI. Business/IT Architecture Planning Balanced Scorecard – measuring a company’s activities in terms of its visions and strategies; not based on proven economic theory or decision sciences Financial Perspectives – measures of financial performance Customer Perspective – measures directly impacting customers Business Process Perspective – measures performance of key business processes Learning and Growth Perspective – measures the firm’s learning curve

  12. The Role of IT in Business Process Design Why might IT personnel be in a better position to see organizational needs than other personnel? Why would IT be in the right place to provide solutions to these needs? What organizational and cultural issues might be stumbling blocks to adopting these solutions?

  13. Section 2 Implementation Challenges

  14. I. Implementation Carrying out the strategic plans developed in the planning process Moving to e-business involves major organizational change

  15. What is Change Management?

  16. II. Implementing Information Technology Impact and Scope of Business Change Caused By IT Implementation

  17. III. End-User Resistance and Involvement Obstacles to Knowledge Management Systems

  18. Individual prerequisites for change to occur Why should I change? What’s in it for me? Thinking & understanding Emotional/ Motivational Heart Head Behavioral Hands What do I do differently?

  19. Success X Start A stepped approach to change A journey of a thousand miles occurs one step at a time.

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