Download - 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 [email protected]
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.
May 3, 2023 2
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.
May 3, 2023 3
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?
May 3, 2023 4
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
May 3, 2023 5
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
May 3, 2023 6
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
May 3, 2023 7
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.
May 3, 2023 8
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.
May 3, 2023 9
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.
May 3, 2023 10
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.
May 3, 2023 11
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?
May 3, 2023 12
Career opportunity
May 3, 2023 13
The future of IS
May 3, 2023 14
Scientific management
May 3, 2023 15
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.
May 3, 2023 16
The role of the systems department
May 3, 2023 17
Genealogy of IS or IT
MIS Management Information Systems
IMIS Integrated MIS DSS Decision Support Systems EIS Executive Information
Systems SIS Strategic Information
Systems
May 3, 2023 18
Anthony Triangle
May 3, 2023 19
The virtual and networked organisation
May 3, 2023 20
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
May 3, 2023 22
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.
May 3, 2023 23
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
May 3, 2023 24
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
May 3, 2023 25
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
May 3, 2023 26
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
May 3, 2023 27
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
May 3, 2023 28
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
May 3, 2023 29
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.
May 3, 2023 30
A rose by any other name
May 3, 2023 31
The 5 forces model
May 3, 2023 32
Generic strategies for competitive advantage
May 3, 2023 33
Porter’s Value Chain
May 3, 2023 34
Emergent Strategies
May 3, 2023 35
IntendedStrategy
Deliberate StrategyRealisedStrategy
Emergen
t Stra
tegy
UnrealisedStrategy
The strategic grid
May 3, 2023 36
SIS Options - Wiseman
May 3, 2023 37
Strategic targetSupplier Customer Competitor
Differentiation
Cost
Innovation
Growth
Alliance
Stra
tegi
c th
rust
SOG
May 3, 2023 38
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
May 3, 2023 39
Shamrock Dynamics
May 3, 2023 40
Evolved Shamrock
May 3, 2023 41
Client Participation in Corporate Structure
May 3, 2023 42
May 3, 2023 43
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.
May 3, 2023 44
Business in the e-Age
e-Business captured the imagination Electronic connectivity has never
been easier or cheaper
May 3, 2023 45
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
May 3, 2023 46
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
May 3, 2023 47
Rise and Fall of e-Business? - Gartner
May 3, 2023 48
0
10
20
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
May 3, 2023 49
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?
May 3, 2023 50
May 3, 2023 51
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)