19 january 2016 1 a paradigm for the third millennium: 01 presented by professor dan remenyi

May 3, 2023 1

A Paradigm for the Third Millennium: 01Presented byProfessor Dan Remenyidan.remenyi@tcd.ie

Objectives of module To examine the role of Information Systems

Management Look at some of the contemporary theory underlying IS

strategy and competitive advantage and examine how e-Business can be used in this way. Discuss IS benefit realisation and project risk. Discuss the issue of IS resource configuration and consider IS evaluation.

Introduce: a number of useful models and ideas; some important terminology.

Broaden your thinking on the role of Information Systems and how they enhance business performance.

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Information Systems Management

Information Systems are important because:- increasingly growing field of corporate endeavour; very costly; intrinsically powerful but thus difficult; very time consuming; significant amount of management computerphobia; success can deliver considerable corporate

advantage; e-Business band wagon is confusing.

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What are information systems about Information systems are frequently

described as multi-disciplinary, hybrid or eclectic.

Information Systems Information Technology Information Management Is e-Business a part of IS?

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Information Technology (IT) IT is a collective term used to describe

the use of computers, and communications technology

Sometimes IT is said to refer to the hardware elements of the technology while IS is used to refer to the software

However many practitioners, consultants and academic use the words IT and IS interchangeably

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How to make sense of IS

central paradigm which is that:-

information systems empower societies, organisations and individuals.

Where does IS knowledge come from? Consultants and academics and

practitioners

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Where will IS take us?

1) "Computers in the future may weigh no more than 1.5 tons."Popular Mechanics, forecasting the relentless march of science, 1949

2) "I think there is a world market for maybe five computers."Thomas Watson, chairman of IBM, 1943

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Where will IS take us?

3) "I have travelled the length and breadth of this country and talked with the best people, and I can assure you that data processing is a fad that won't last out the year."The editor in charge of business books for Prentice Hall, 1957

4) "But what ... is it good for?"Engineer at the Advanced Computing Systems Division of IBM, 1968, commenting on the microchip.

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Where will IS take us?

5) "There is no reason anyone would want a computer in their home."Ken Olson, president, chairman and founder of Digital Equipment Corp., 1977

6) "This 'telephone' has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us."Western Union internal memo, 1876.

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Where will IS take us?

14) "So we went to Atari and said, 'Hey, we've got this amazing thing, even built with some of your parts, and what do you think about funding us? Or we' ll give it to you. We just want to do it. Pay our salary, we'll come work for you.' And they said, 'No.' So then we went to Hewlett-Packard, and they said, 'Hey, we don't need you. You haven't got through college yet.'"Apple Computer Inc. founder Steve Jobs on attempts to get Atari and HP interested in his and Steve Wozniak's personal computer.

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Where will IS take us?

"640K ought to be enough for anybody."Bill Gates, 1981

"Everything that can be invented has been invented."Charles H. Duell, Commissioner, U.S. Office of Patents, 1899.

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Where will IS take us?

IT will drive society in a direction which is hard to foresee but which will without doubt change the way we live and work

What do you think will be the greatest impact of IT on our society?

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Career opportunity

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The future of IS

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Scientific management

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Making systems work

Like other chief executives, I feel I'm being blackmailed. Not just by the suppliers, I expect that. But by my own IT staff who never stop telling me what the competition are spending ...

Grindley K, Managing IT At Board Level, Pitmans Publishing, p58, 1991.

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The role of the systems department

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Genealogy of IS or IT

MIS Management Information Systems

IMIS Integrated MIS DSS Decision Support Systems EIS Executive Information

Systems SIS Strategic Information

Systems

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Anthony Triangle

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The virtual and networked organisation

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Top Management

Staf

f

Tec

hnic

ians

Workers

The Mintzberg Configuration

Focus of systems

MIS, IMIS, DSS, EIS are all inward looking focusing on efficiency issues

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Strategic Information Systems SIS represents a fundamental

refocusing of the IS activities away from the previous back room attitudes towards the market place in which the organisation works

A corporate strategy may be defined as the way the organisation finds, gets and keeps its clients.

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A Definition of Strategic Information Systems Outward looking Binds the organisation and its

customers and suppliers Make a distinct difference in the

market place Built on a platform Cannot be too quickly or easily

copied

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Chandler

….the determination of the basic long term goals and objectives of the enterprise and the adoption of courses of action and the allocation of resources necessary for carrying out these goals.Chandler A, 1962,Strategy and

Structure, p13, Doubleday, NY

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Defenders

Defenders are organisations which have narrow product-market domains. Top managers in this type of organisation are highly expert in their organisation’s limited area of operation but do not tend to search outside of their domains for new opportunities. Miles R and Snow C, 1978, Organisational Strategy, p29, McGraw-Hill, NY

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Prospectors

Prospectors are organisations which almost continually search for market opportunities, and they regularly experiment with potential responses to emerging environmental trends. Thus these organisation often are the creators of change and uncertainty to which their competitors must respond. Miles R and Snow C, 1978, Organisational Strategy, p29, McGraw-Hill, NY

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Analysers

Analysers are organisations which operate in two types of product-market domains, one relatively stable, the other changing. In their stable areas, these organisations operate routinely and effectively through use of formalised structures and processes. In their more turbulent areas top mangers watch their competitors closely for new ideas, and then they rapidly adapt those which appear to be the most promising. Miles R and Snow C, 1978, Organisational Strategy, p29, McGraw-Hill, NY

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Reactors

Reactors are organisations in top managers frequently perceive change and uncertainty occurring in their organisational environments but are unable to respond effectively. Miles R and Snow C, 1978, Organisational Strategy, p29, McGraw-Hill, NY

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Strategy

A complex set of issues which go directly to the heart of the business and which may be summarised by the simple thought “How does the organisation find, get and keep its clients.” This question strips away from strategy much of its sophistication and it focus on the raison d’etre of the organisation.

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A rose by any other name

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The 5 forces model

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Generic strategies for competitive advantage

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Porter’s Value Chain

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Emergent Strategies

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IntendedStrategy

Deliberate StrategyRealisedStrategy

Emergen

t Stra

tegy

UnrealisedStrategy

The strategic grid

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SIS Options - Wiseman

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Strategic targetSupplier Customer Competitor

Differentiation

Cost

Innovation

Growth

Alliance

Stra

tegi

c th

rust

SOG

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What is the strategic target?

What is the strategic thrust?

What is the mode?

What is the direction?

Supplier Customer Competitor

Differentiation Cost Innovation Growth Alliance

Offensive Defensive

Use Provide

The other side of the mirror:Three Leaf Approach -Handy

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Shamrock Dynamics

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Evolved Shamrock

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Client Participation in Corporate Structure

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Ownership

Who are the stakeholders? What are the outcomes? Why are the benefits elusive?

The responsibility for IS has to be at the end of the day with the user.

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Business in the e-Age

e-Business captured the imagination Electronic connectivity has never

been easier or cheaper

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Claims for the Web - The Digirati Speak Nothing will be the same again If you are not in e-Business you will not be in

business at all The rate of change is unlike anything we have

seen before e-Business produces limitless opportunities The Internet is the biggest business opportunity

since the Industrial Revolution. Fundamental changes of seismic proportions are

rocking the foundations of business The Internet is the most transforming invention in

human history

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Down to earth!

Many of these claims are simply exaggerations or misunderstandings of the issues involved often written by journalists or those with a special interest

The Web is certainly a most important issue but it needs to be contextualised and its potential and challenges examined and understood

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Rise and Fall of e-Business? - Gartner

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0

10

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30

40

50

60

1991

/97 1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

Visibility

TechnologyTrigger

Peak of inf latedexpectations

Trough ofdisollusionment

Stage ofenlightenment

Plateau ofprofitability

Dot comstarts

US IPOs

US e-Xmasof '98

EuropeanIPOs

'e' is best

Investordisollusionment

e-businessemerges

e-businessends

Post net business

The Ying and the Yang

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Get rights

5 things which have to be got right:- a compelling value proposition? an effective website? getting known? fulfil the orders survive the intense competition?

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Here is Edward Bear, coming downstairs now, bump,bump, bump, on the back of his head, behind ChristopherRobin. It is, as far as he knows, the only way of comingdownstairs, but sometimes he feels that there really isanother way, if only he could stop bumping for a momentand think of it.

(Winnie-the-Pooh, A.A. Milne, 1926)